Welcome!

The EMAC 47th Annual Conference is hosted by the University of Strathclyde, Glasgow, UK on May 29- June 1, 2018. 

Conference theme: “People Make Marketing

The Department of Marketing, Strathclyde Business School is one of the oldest and largest marketing departments in Europe. It has a reputation for impactful research benefiting a wide spectrum of stakeholders, including students, practitioners and policy makers. The department is proud to be home to a vibrant community of researchers who work collaboratively to generate internationally excellent research within and across key areas of marketing discipline.

In creating our theme we were inspired by Glasgow’s recognition of the role of people as being at the heart of any city and its ‘People Make Glasgow’ brand. By making the theme of EMAC 2018 “People Make Marketing” we not only tie our conference to its location but reflect the focus of our department on people who are committed to engaging in cutting-edge research, which can result in tangible benefits for education, business and the wider society. The conference theme highlights the role of people who make rigorous marketing research relevant in an increasingly dynamic and digitalised world. EMAC 2018 provides an opportunity to discuss how people and their research shape the marketing discipline now and prospects for impacting the discipline in the future. We look forward to welcoming you to Glasgow to explore how people make marketing creative and analytical, how people make marketing impactful and relevant, how people make marketing innovative and digital and how people make marketing global.

More information on the conference website.
 

Important date(s)

Paper submission: December 5, 2017 15:00 CET Time 

Submissions are done via the conference website

 

News / What’s coming up?

9th EMAC Regional Conference
Location: Prague, Czech Republic
Dates: September 12-14, 2018
 

Submissions are no longer accepted.

Authors will be notified mid-June 2018.


These are the three (3) finalists for the 2018 IJRM Best Article Award for papers published in IJRM in 2017.  Members of the IJRM Editorial Board select the winning paper in two rounds of voting.  The winner will be announced on May 31, 2018 at the EMAC Conference in Glasgow, UK.

(Arranged chronologically):
 
Digital marketing: A framework, review and research agenda. P.K. Kannan, Hongshuang “Alice” Li. Volume 34, Issue 1, Pages 22-45
 
Abstract:  We develop and describe a framework for research in digital marketing that highlights the touchpoints in the marketing process as well as in the marketing strategy process where digital technologies are having and will have a significant impact. Using the framework we organize the developments and extant research around the elements and touchpoints comprising the framework and review the research literature in the broadly defined digital marketing space. We outline the evolving issues in and around the touchpoints and associated questions for future research. Finally, we integrate these identified questions and set a research agenda for future research in digital marketing to examine the issues from the perspective of the firm.
 
 
Opinion leadership in small groups. Sarit Moldovan, Eitan Muller, Yossi Richter, Elad Yom-Tov. Volume 34, Issue 2, Pages 536-552
 
Abstract: The role of opinion leaders in the diffusion of innovation has recently come under scrutiny: On the one hand, their central role in accelerating diffusion has been recognized in industry, academia, and the popular media. On the other hand, it has been argued that opinion leaders do not create contagion processes that differ significantly from those of other types of customers. We offer here a synthesis of these opposing theses: For many applications, opinion leadership should be studied in small groups rather than in an entire network.
Using data from two mobile operators, we show how our method of segmenting the market and defining local opinion leaders applies to churn. We show that opinion leaders are highly effective in small, strong-tie groups, and their effect considerably declines with larger groups and weaker ties. Opinion leaders are at the highest risk for churn compared with other group members, they are more likely to be the first to initiate churn, and when they churn, the probability of additional churners from their social group grows significantly, as compared to when non-leaders churn.
 
The ugly side of customer management – Consumer reactions to firm-initiated contract terminations. Anke Lepthien, Dominik Papies, Michel Clement, Valentyna Melnyk. Volume 34, issue #4. Pages 829-850.
 
Abstract: Many firms apply “customer demarketing” strategies and dismiss unprofitable customers. However, empirical research on the consequences of dismissing customers is scarce. We address this research gap and develop and empirically analyze a theoretical framework of consumer reactions to customer demarketing based on the theory of dual entitlement. We conduct seven experiments in which we identify the main effect of observing customer demarketing and analyze several moderating and mediating factors. In addition, we use a field study to illustrate the consequences of experiencing a contract termination in a real-world setting, in which a firm terminated contracts for > 10.000 customers. The results show that consumers disapprove of customer demarketing, regardless of whether they experience it themselves or only observe it, regardless of the responsibility for the cause of the contract termination, and regardless of the social proximity to the dismissed customers. The effect is, however, somewhat weaker if customer demarketing is perceived to be a common occurrence, if alternative offers are made, and if the financial cause is framed as a loss. Furthermore, firms can dampen the negative effect of customer demarketing by offering substantial monetary compensation to dismissed customers. We identify perceived fairness of the firm's behavior as the underlying process that causes the negative effects of customer demarketing, and this also holds when we control for potential alternative mediators (i.e., warmth and competence perceptions).

 


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