When I hear businessmen speak eloquently about the “social responsibilities of business in a free-enterprise system”, I am reminded of the wonderful line about the Frenchman who discovered at the age of 70 that he had been speaking prose all his life. The businessmen believe that they are defending free enterprise when they declaim that business is not concerned “merely” with profit but also with promoting desirable “social” ends; that business has a “social conscience” and takes seriously its responsibilities for providing employment, eliminating discrimination, avoiding pollution and whatever else may be the catchwords of the contemporary crop of reformers. In fact they are — or would be if they or anyone else took them seriously -preaching pure and unadulterated socialism. Businessmen who talk this way are unwitting puppets of the intellectual forces that have been undermining the basis of a free society these past decades.

/pdf/the-social-responsibility-of-business-is-to-increase-its-409fras19p.pdf

The Social Responsibility of Business Is to Increase Its Profits

The Resource-Based View (RBV) of competitive advantage provides a theoretical framework from the field of strategic management for assessing the competitive advantages of family firms. The RBV isolates idiosyncratic resources that are complex, intangible, and dynamic within a particular firm. The bundle of resources that are distinctive to a firm as a result of family involvement are identified as the “familiness” of the firm. This approach provides a research and practice method for assessing the specific behavioral and social phenomena within a firm that provide an advantage. Using a familiness model for assessing competitive advantage overcomes many of the problems associated with the generic claim that family companies have an advantage over nonfamily companies. It also provides a unified systems perspective of family firm performance.

A Resource-Based Framework for Assessing the Strategic Advantages of Family Firms

The authors review the concept of organizational learning and present a broad conceptual framework for its modeling. Within this framework, one specific process for market-based organizational learning is postulated. An empirical test of this model leads the authors to conclude that a more positive learning orientation (a value-based construct) will directly result in increased market information generation and dissemination (knowledge-based constructs), which, in turn, directly affects the degree to which an organization makes changes in its marketing strategies (a behavioral construct). Managerial implications are discussed.

/pdf/a-framework-for-market-based-organizational-learning-linking-2em2nev540.pdf

A framework for market-based organizational learning: Linking values, knowledge, and behavior

This paper presents an intraorganizational ecological perspective on strategy making, and examines how internal selection may combine with external selection to explain organizational change and survival. The perspective serves to illuminate data from a field study of the evolution of Intel Corporation's corporate strategy. The data, in turn, are used to refine and deepen the conceptual framework. Relationships between induced and autonomous strategic processes and four modes of organizational adaptation are discussed. Apparent paradoxes associated with structural inertia and strategic reorientation arguments are elucidated and several new propositions derived. The paper proposes that consistently successful organizations are characterized by top managements who spend efforts on building the induced and autonomous strategic processes, as well as concerning themselves with the content of strategy; that such organizations simultaneously exercise induced and autonomous processes; and that successful reorientations in organizations are likely to have been preceded by internal experimentation and selection processes effected through the autonomous process.

https://www.jstor.org/stable/pdfplus/2634929.pdf

Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research

The authors propose a communication-based model of relationship marketing and discuss how communication (rather than persuasion) is the foundation of the “new” customer-focused marketing efforts. T...

https://www.jstor.org/stable/pdfplus/1252157.pdf

A Communication-Based Marketing Model for Managing Relationships:

Providing a complete treatment of business-to-business marketing, this text captures and integrates developments in market analysis, relationship management, supply chain management, marketing strategy development and electronic commerce.

Business marketing management : A Strategic view of industrial and organizational markets

Though a process perspective has been adopted in emerging conceptualizations of strategic marketing, little attention has been given to process issues in marketing strategy research. Using an explo...

Tracing Emergent Processes in Marketing Strategy Formation

By examining marketing's strategic role through the lenses of managers operating throughout the organizational structure, researchers and strategists can gain special insights. Adopting a structura...

Evolving Patterns of Organizational Beliefs in the Formation of Strategy

The organizational buying system concept is introduced as an organizing framework for exploring the patterned, repeated interactions that characterize ongoing purchasing processes. Applying a struc...

https://www.jstor.org/stable/info/1251379

Embedded Influence Patterns in Organizational Buying Systems

Business Marketing is typically taught in four-year schools at both the undergraduate and graduate level. The course details the key differences between consumer goods and business-to-business marketing and most often includes case coverage. This course is typically found in the marketing department.

Michael D. Hutt

Papers

Business marketing management : A Strategic view of industrial and organizational markets

Tracing Emergent Processes in Marketing Strategy Formation

Evolving Patterns of Organizational Beliefs in the Formation of Strategy

Embedded Influence Patterns in Organizational Buying Systems

Business Marketing Management: B2B