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Evaluates Wroe Alderson’s general theory of marketing as a possible platform for further developing Michael Porter’s ideas on strategic management. Alderson’s “transvection” and Porter’s “value system” are compared, and the uses of these concepts by their authors in developing approaches to achieving sustainable competitive advantage are contrasted. The potential for extension of each theory based on their similarities and differences is discussed. Presents examples showing how Alderson’s ideas may be used to resolve impasses in Porter’s work, and how recent empirical work testing Porter’s value system may be useful in extending and justifying Alderson’s transvection ideas. More generally, we suggest that Alderson’s general theory may provide a starting point for integrating Michael Porter’s ideas with the concepts from the “resource‐based view” of strategy, and that instances of independent formulation of nearly‐identical theories present special opportunities for scholars interested in both theory building and theory testing.

The purpose of this paper is to analyse how theories evolve within scientific fields: why they receive attention and why they eventually become less attractive.

The paper is based on a literature review and focusses on the theoretical structure developed by Wroe Alderson. His contributions were highly appreciated and generally considered as “the” marketing theory. However, in few years his broad perspective was more or less neglected within the field where it was developed. At the same time, Alderson’s basic thinking was adopted by the evolving IMP approach. The specific objective of the study is to analyse why researchers in marketing abandoned Alderson, while IMP adopted many of his ideas.

The paper illustrates significant aspects of the evolution of theories. First, the paper shows how well-established conceptualisations, like Alderson’s total systems approach, may lose impact when the focus of research shifts. Alderson’s holistic framing was found too broad and all-encompassing to be useful when research attention was directed to specific aspects of marketing management and the socio-behavioural approach to distribution. Second, the paper shows in what respect IMP found support in concepts and models presented by Alderson in the challenging of fragmented mainstream framings of the business landscape.

This paper relates the rise and fall of Alderson’s concepts and frameworks to the evolution of theories of other schools-of-thought. Furthermore, the study shows how Alderson’s ideas were adapted to other research fields than where it was originally developed.

To review and provide a new perspective on how Wroe Alderson contributed to marketing theory, and rekindle interest in his lines of research and the further development of marketing theory.

A metaphor is woven into the paper to provide a new way of thinking about Alderson and his work. This provides an alternative to the more traditional analyses and comparison of Alderson's work that suggests new linkages and ways of looking at his theories, constructs and concepts.

Alderson was a creative, hard working, practical marketing theorist with a drive to develop a theory of marketing. He challenged underlying assumptions of marketing, and set the discipline on a new course. Alderson himself worked on a general theory of marketing, and also inspired others to work on marketing theories. His approach and ideas still have value to today's marketing scholars.

Marketing scholars will benefit by taking up Alderson's work where he left off, as well as integrating the research completed since his death with his theory of marketing.

This paper uses a unique method to look at one of the key influencers of marketing; a metaphor encourages one to look at how Alderson was able to significantly impact the field of marketing, and suggests that there is still value in his work to today's marketing scholars. It also evokes ways that marketing theory can be further developed.

The purpose of this paper is to show that Wroe Alderson's contributions to marketing thought earn him recognition as the “Father of Modern Marketing.”

An extensive review of writings by and about Alderson, a thorough examination of the history of marketing thought literature, and the personal remembrances of one of the authors, are drawn upon to organize Alderson's numerous contributions to the marketing literature into a small number of categories. Such an organization is expected to provide a big picture overview of Alderson's significant impact on marketing thought.

Alderson's contributions to the marketing discipline can be organized into three broad categories, which collectively produced a tectonic shift in academic thinking about marketing: from distribution (macro) to marketing management (micro); from economics to the behavioral sciences; and from description and classification to explanation and theory building. These epic transformations have become so embedded in the marketing literature that they are now taken for granted, but they are so significant they represent a paradigm shift in marketing thought. Because of this legacy, the authors argue Wroe Alderson has earned the honorific title: “Father of Modern Marketing.”

This work provides an historical context to understand the origins of modern marketing thought by recognizing the most dynamic marketing thinker of the last half‐century.

This paper organizes the many and varied contributions of Wroe Alderson into broad categories in a context that is useful for researchers studying the history of marketing thought. The organization of Alderson's contributions also provides an historical foundation for scholars working on a general theory of marketing.

The purpose of this paper is to evaluate four of Alderson's key concepts to show how they explain mass customization and extend traditional consumer goods classifications. The four concepts are: heterogeneous markets, transvections, the principle of postponement, and routinized transactions.

In this exploratory paper, Alderson's main concepts are compared and contrasted with today's marketing phenomena and are used for updating traditional consumer goods categorizations.

The main concepts of Aldersonian theory discussed in the paper – heterogeneous markets, transvections, postponement and routinized transactions – are a remarkably good fit with today's “mass customization” and logically lead to an enhanced of definition of consumer goods classifications.

This is a conceptual paper meant to emphasize the apparent explanatory power of Alderson's concepts to today's marketing phenomena. Formal propositions have not been developed and tested.

Traditional classifications of goods no longer accurately explain marketing phenomena arising from the growth of the internet and mass customization. Alderson's concepts provide an effective framework for explaining current phenomena and extending outmoded models.

The four main Alderson concepts evaluated in this paper have not been emphasized as a group before, nor have they been utilized to help explain mass customization and extend traditional consumer goods classifications.

The purpose of this paper is to present the contributions of Wroe Alderson to the buyer behavior literature from an historical perspective. His views of the consumer in the 1950s revolutionized the way we now teach and do research in this domain of marketing.

This research relied heavily on Alderson's own published work and the work of others familiar with his work. The historical research tradition of document interpretation was employed and personal interviews were conducted.

The findings revealed that Alderson contributed much to buyer behavior thought than is generally believed. This eminent theorist – practitioner was ahead of his time in his conceptualization of the consumer/household purchasing agent as an information processor and a problem solver in the behavioral process of buying and consuming.

A detailed account of Alderson's contributions to the then emerging science of consumer behavior is unique especially in the context of thought contributions originating from other sciences.

The purpose of this article is to explore possible contributions to the development of models to define business networks conceptually, and identify and delineate them empirically by integrating concepts and ideas from “market exchange theory” originating in the works of Alderson.

Following a conceptual discussion defining business networks as a type of exchange system, empirical data were used to exemplify and illustrate the theoretical development ideas. From data on 22 business firms collected in 1999‐2001 in the form of transcribed interviews and other print documentation, a business network as a type of exchange system was identified comprising five business entities. This case serves as illustration to the remainder of the theoretical discussions throughout the paper.

Based on a conceptualisation of business networks as a type of exchange system and a notion of interaction encompassing exchange processes stemming from both market exchange theory and social exchange theory, it is suggested that business networks can be more consistently identified and delineated empirically using this theoretical base.

The empirical case is merely illustrative, and more extensive empirical work is needed to further test the ideas of business networks as a type of exchange system. The implications to the study of markets‐as‐networks are that these ideas can be used as a basis for identification, delineation and analysis of business networks.

This paper extends Alderson's work by suggesting a fourth type of transformation: transformation in ownership, as well as by developing a typology with five resource types in the exchange system. Furthermore, it provides a conceptual tool that can be used by researchers to identify, delineate and analyse business networks and incorporates market exchange theory.

This paper aims to present The Key as a very valuable interactive foundation for effective conflict management in international trade negotiations. The Key, as used in this analysis, is reflected in the nature of the thoughts and feelings (commensurate with attitudes) generated by a marketing manager, and influenced by that individual's sense of cultural responsibility. The authors have researched, and have used this concept of The Key and its effectiveness in conflict management in both academic and international business arenas, and in low context, as well as high‐context cultures.

An analysis of conflict management is presented within a case situation that involves business in the high‐context culture of China. A high‐context culture places a great deal of emphasis on a person's values and position or place in society, and interactions with others, rather than on the words and formal legalistic constructs used for negotiations in low‐context cultures. The case focuses on the relationship between the Vice President for International Marketing of Innovative Technologies, Inc. (ITI) headquartered in Chicago, IL, with offices also located in Frankfurt, Germany, and the Managing Director of the Shanghai Technology Manufacturing Center (STC) in China. The steps and skills used in providing a structure for the responsive process of managing a conflict were: the preliminary steps (involving power‐base development, relational acceptance and meaningful communication skills); the resolution steps (involving assumption analysis, objective identification and alternative selection skills); and the maintenance steps (involving action agreement, feedback review and continuing oversight skills). Each of these steps and skills were used to resolve, in a positive manner, the conflict between the ITI and STC.

Use of The Key, as reflected in a manager's positive thoughts and feelings, is of major importance for effective application of the steps and skills in the paradigm for effective conflict management introduced in this treatise.

The case focuses on conflict challenges that are encountered and successfully resolved, thereby facilitating the marketing of a new cell (mobile) telephone introduced into the high‐context culture of China by Innovative Technologies, Inc.

Postulates that the main purpose here is to merge the ideas of Wroe Alderson, a leading original marketing theorist, using recent works in Austrian economies in order to provide a point of departure for an entrepreneurial‐based theory of marketing. States that there are three parts herein: first, reviews Alderson's concepts of market behaviour, integrating them with the Austrian perspective; second, addresses an investigation of the nature of information required in dynamic markets; third, establishes the role of the entrepreneur in the dynamic market as the means of answering this question. Investigates the homogenous market and the discrepant market, discussing these in depth and also discussing entrepreneurship as dynamic marketing behaviour. Concludes that since entrepreneurs are motivated by profit, however defined, then any suppression or taxation of profits will reduce entrepreneurship, lessen marketing activity and decrease the congruence between wants and supplies.