Search results

Lillian Moller Gilbreth (1878‐1972) extended scientific management into marketing practice in the late 1920s. This paper aims to illuminate several of these practical extensions.

The paper is an historical case study.

Gilbreth brought her psychologically enlightened brand of scientific management to Macy's Department Store in New York City in the mid‐1920s; she accomplished early marketing research for Johnson & Johnson in 1926; and she designed model kitchens in the late 1920s and 1930s which showed homemakers how to minimize wasted motion and unnecessary fatigue in housework while maximizing the psychological well‐being of their families.

Gilbreth's accomplishments show that marketing research has a longer history than was once assumed, offering further support for the revision of Keith's 1960 periodization of this history.

This paper is the first to reveal how Gilbreth's unique mix of psychology and scientific management entered the field of marketing in the interwar period.

As a pioneer of both scientific management and industrial psychology, Lillian Gilbreth was ideally equipped to extend scientific management into the service sector in the 1920s. When her husband and partner Frank Gilbreth died in 1924 and she encountered sex discrimination among industrialists and engineers, she volunteered her consulting services at Macy’s department store, a work site rife with gender‐based conflict, coordination problems and inefficiency. This paper describes her work with Eugenia Lies, Macy’s director of planning, to revamp both the motions and psychological atmosphere of occupations within the store between 1925 and 1928. By uniting an industrial relations approach with personnel management techniques, Gilbreth and Lies made the Gilbreth brand of scientific management useful for the field of retail management.

This editorial aims to review the contents of the special issue, situating it within appropriate historical context.

A close reading of the contents of the special issue is provided.

This special issue reveals the important contributions of a number of previously forgotten female pioneers in marketing, advertising and consumer research.

This introduction adds further historical detail about the structures and biases that have limited the opportunities available to female contributors to marketing theory, thought and practice.

In 1930s Britain, tennis champion Fred Perry was a household name. However, the name Fred Perry is more commonly associated with striped-collar polo shirts featuring a laurel wreath logo. In the late 1960s, Fred Perry polo shirts were standard mod and Skinhead dress. When worn by working-class youth the shirt became subversive commentary on English elitism because it had originally been designed for the tennis courts. Many punks also aligned with the brand in dual demonstration of association with working-class ethics as well as an alternative to t-shirts. In the 1980s and onward, this sartorial style was appropriated by right-wing white nationalists, which stripped it of its subcultural spirit. Patriot groups, such as neo-Nazis and the alt-right have continued to co-opt the subcultural style, simultaneously turning the Fred Perry polo into a symbol of racism and bigotry. The multi-use of the Fred Perry brand creates a challenge in how to interpret visual cues when one garment has competing perceptions that at times can be completely opposing. This study examines the history of the Fred Perry brand through the lens of symbolic interactionism, specifically how the shirt evolved from a rather innocuous, yet subversive, form of merchandize repurposed from the tennis world to youth subcultures where the polo communicated group identity. As the brand has moved through fashion cycles, the association of the Fred Perry polo with deviant groups has reduced the brand to representations of hate and separation, which has impacted sales and brand image with its intended consumers.

This project explores tensions at the heart of the fair-trade organization Ten Thousand Villages. I investigate the ways in which this organization attempts to balance concerns of North American staff and volunteers, to care for artisans abroad, and to incorporate expansion plans in the face of challenges raised by the recession.

This chapter draws on fieldwork with stores in Toronto (2011–2012) and ongoing fieldwork (summer 2014 and 2015) with the flagship store in Ephrata, Pennsylvania.

Members express continuing tension between the organization’s founding Mennonite values and the more recent orientation chosen by leadership, to compete successfully in “regular” retail space against non-fair-trade brands. Store staff and volunteers perceive Villages’ buying practices, meant to provide “fairness” to producers in the developing world, as somewhat inconsistent with the treatment of North American store employees. Corporate leadership is mainly focused on ameliorating poverty abroad, rather than framing the organization’s work in a broader social justice context, which store staff and volunteers expect.

At a time of increasing dialogue about alternative value systems that expand notions of economic worth, the fair-trade movement offers a useful model for one attempt to work within the market system to ameliorate its damages. Understanding how one organization negotiates its own competing value systems can provide useful perspective on other revaluation projects.

The aim of this article is to test the hypothesis that peer-to-peer technology platforms (Uber) are associated with disruption in the institutional environment, affecting beliefs, norms and users' ways of thinking and acting.

Probability sample comprising 843 users (446 passengers; 397 drivers) in the city of Belo Horizonte, Brazil, using a set of indicators was specifically designed for this study.

Uber triggers significant changes in the systems of rewards and sanctions, in social preferences, and in entrepreneurial structure and governance, and promotes the coexistence of an institutional logic, hitherto dominant, with new believes, rules, norms and regulatory systems.

This is a pioneer study that associates institutional approach's elements with technology platforms; the authors also elaborated and utilized an analysis model consisting of a set of completely original indicators capable of mapping and measuring different dimensions of the phenomenon under analysis.

A current cinema and television advertisement sells Scotland as a holiday destination through a combination of beguiling images and mellifluous traditional music. No city, region or country rests on its laurels these days. There is never an assumption that a place is so beautiful, people will turn up anyway. A similarly proactive approach has become the prevailing ethos in ensuring the greatest possible effectiveness of public services, including within the tourism industry.