MKT 6009 Marketing Internship (0 semester credit hours) Student gains experience and improves skills through appropriate developmental work assignments in a real business environment. Student must identify and submit specific business learning objectives at the beginning of the semester. The student must demonstrate exposure to the managerial perspective via involvement or observation. At semester end, student prepares an oral or poster presentation, or a written paper reflecting on the work experience. Student performance is evaluated by the work supervisor. Pass/Fail only. Prerequisites: (MAS 6102 or MBA major) and department consent required. (0-0) S MKT 6244 Digital Marketing Strategy (2 semester credit hours) Executive Education Course. The course explores three distinct areas within marketing and sales namely, digital marketing, traditional sales prospecting, and executive sales organization and strategy. The continuing convergence of the digital marketing and sales funnels has created a strategic continuum from digital lead generation to digital sales. The course identifies the current composition of this digital continuum while providing opportunities to evaluate sales and marketing digital strategies. Prerequisites: MKT 6301 and instructor consent required. (2-0) Y MKT 6301 (SYSM 6318) Marketing Management (3 semester credit hours) Overview of marketing management methods, principles and concepts including product, pricing, promotion and distribution decisions as well as segmentation, targeting and positioning. (3-0) S MKT 6309 Marketing Data Analysis and Research (3 semester credit hours) Methods employed in market research and data analysis to understand consumer behavior, customer journeys, and markets so as to enable better decision-making. Topics include understanding different sources of data, survey design, experiments, and sampling plans. The course will cover the techniques used for market sizing estimation and forecasting. In addition, the course will cover the foundational concepts and techniques used in data visualization and \"story-telling\" for clients and management. Corequisites: MKT 6301 and OPRE 6301. (3-0) Y MKT 6310 Consumer Behavior (3 semester credit hours) An exposition of the theoretical perspectives of consumer behavior along with practical marketing implication. Study of psychological, sociological and behavioral findings and frameworks with reference to consumer decision-making. Topics will include the consumer decision-making model, individual determinants of consumer behavior and environmental influences on consumer behavior and their impact on marketing. Prerequisite: MKT 6301. (3-0) Y MKT 6321 Interactive and Digital Marketing (3 semester credit hours) Introduction to the theory and practice of interactive and digital marketing. Topics covered include: online-market research, consumer behavior, conversion metrics, and segmentation considerations; ecommerce, search and display advertising, audiences, search engine marketing, email, mobile, video, social networks, and the Internet of Things. (3-0) T MKT 6322 Internet Business Models (3 semester credit hours) Topics to be covered are: consumer behavior on the Internet, advertising on the Internet, competitive strategies, market research using the Internet, brand management, managing distribution and supply chains, pricing strategies, electronic payment systems, and developing virtual organizations. Further, students learn auction theory, web content design, and clickstream analysis. Prerequisite: MKT 6301. (3-0) Y MKT 6323 Database Marketing (3 semester credit hours) Techniques to analyze, interpret, and utilize marketing databases of customers to identify a firm's best customers, understanding their needs, and targeting communications and promotions to retain such customers. Topics

Marketing for management.

Signaling Theory: A Review and Assessment

Capitalism and Freedom

Purpose – The study sets out to examine the influence of individual factors (enjoyment in helping others and knowledge self‐efficacy), organizational factors (top management support and organizational rewards) and technology factors (information and communication technology use) on knowledge sharing processes and whether more leads to superior firm innovation capability. Design/methodology/approach – Based on a survey of 172 employees from 50 large organizations in Taiwan, this study applies the structural equation modeling (SEM) to investigate the research model. Findings – The results show that two individual factors (enjoyment in helping others and knowledge self‐efficacy) and one of the organizational factors (top management support) significantly influence knowledge‐sharing processes. The results also indicate that employee willingness to both donate and collect knowledge enable the firm to improve innovation capability. Research limitations/implications – Future research can examine how personal traits (such as age, level of education, and working experiences) and organizational characteristics (such as firm size and industry type) may moderate the relationships between knowledge enablers and processes. Practical implications – From a practical perspective, the relationships among knowledge‐sharing enablers, processes, and firm innovation capability may provide a clue regarding how firms can promote knowledge‐sharing culture to sustain their innovation performance. Originality/value – The findings of this study provide a theoretical basis, and simultaneously can be used to analyze relationships among knowledge‐sharing factors, including enablers, processes, and firm innovation capability. From a managerial perspective, this study identified several factors essential to successful knowledge sharing, and discussed the implications of these factors for developing organizational strategies that encourage and foster knowledge sharing.

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Knowledge sharing and firm innovation capability: an empirical study

Purpose – To provide important empirical evidence to support the role of knowledge management within firms.Design/methodology/approach – Data were collected using a mail survey sent to CEOs representing firms with 50 or more employees from a cross‐section of industries. A total of 1,743 surveys were mailed out and 443 were returned and usable (27.8 percent response rate). The sample was checked for response and non‐response bias. Hypotheses were tested using structural equation modelling.Findings – This paper presents knowledge management as a coordinating mechanism. Empirical evidence supports the view that a firm with a knowledge management capability will use resources more efficiently and so will be more innovative and perform better.Research limitations/implications – The sample slightly over‐represented larger firms. Data were also collected in New Zealand. As with most studies, it is important to replicate this study in different contexts.Practical implications – Knowledge management is embraced in...

Knowledge Management, Innovation, and Firm Performance

The management of knowledge is frequently identified as an important antecedent of innovation. However, very little empirical research has specifically addressed antecedents and consequences of effective knowledge management. Using data collected from 443 New Zealand firms, a knowledge management instrument, which comprises three components and 16 factors, is regressed against a three‐factor innovation scale that captures incremental innovation, innovation that changes consumers’ behaviour and innovation that destroys existing competencies. The results of this research show that knowledge acquisition and responsiveness to knowledge are more important for innovation than knowledge dissemination.

Examining the link between knowledge management practices and types of innovation

Knowledge management has recently emerged as a new discipline and is generating considerable interest among academics and managers. Given its newness, there is still little guidance in the extant literature on how to measure knowledge management. This paper presents the first scale developed to measure knowledge management behaviors and practices and in so doing provides construct boundaries that should enable the development of a theory of knowledge management (Zaltman et al., 1973).

Developing a measure of knowledge management behaviors and practices

Knowledge is seen as a critical resource, with both tangible and intangible attributes. Effective knowledge management is emerging as an important concept that enables all the resources of firms, including knowledge, to be used effectively. A knowledge‐management orientation is positioned in this paper as a distinctive capability that supports the creation of sustainable competitive advantages such as innovation. Using an instrument to measure a knowledge‐management orientation, which is grounded in Kohli, Jaworski and Kumar's work on a market orientation, this paper identifies four clusters of firms based on knowledge‐management practices that exist within the New Zealand business environment. The clusters are then described according to their innovation and financial performance profiles. The study finds that firms with a knowledge‐management orientation outperformed those classified as market‐oriented. The study also shows a market orientation to be a subset of a knowledge‐management orientation.

Beyond market orientation: Knowledge management and the innovativeness of New Zealand firms

Purpose – The paper aims to explore how large firms might leverage entrepreneurial marketing processes to gain and renew competitive advantage.Design/methodology/approach – The paper applies past research on entrepreneurial marketing and entrepreneurship with examples from a long‐term case study of firms in New Zealand, Sweden, the UK, and the USA to illustrate how entrepreneurial marketing processes can be strategically employed by large firms to create or discover, assess, and exploit entrepreneurial opportunities more effectively and efficiently.Findings – The paper offers insight into how large firms leverage entrepreneurial marketing processes to gain advantage. The findings suggest that, in free and open markets, entrepreneurial marketing processes can be strategically employed to create superior value for the firm's customers and owners.Originality/value – The paper contributes to the work of both academics working at the marketing/entrepreneurship interface and executives seeking to leverage marke...

Jenny Darroch

Papers

Knowledge Management, Innovation, and Firm Performance

Examining the link between knowledge management practices and types of innovation

Developing a measure of knowledge management behaviors and practices

Beyond market orientation: Knowledge management and the innovativeness of New Zealand firms

Large firms, entrepreneurial marketing processes, and the cycle of competitive advantage