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Marketing boards are an integral part of the farm economy in Canada. Their purposes have been debated for decades but seldom from a marketing perspective. Such an approach makes for an interesting way to study them. The purpose of this paper is to assess the pros and cons of marketing boards, suggesting how they can be made more responsive to market forces.

The paper positions the need for Canada to bring agricultural market reforms. The wave toward freer access to world markets makes the study of supply management that more interesting and relevant in the twenty‐first century. A brief history of marketing boards is presented, followed by a discussion of their economic, social and constitutional impacts on Canadian society. Dairy supply management issues are discussed because they serve as the basis for comparative analysis, given that dairy trade liberation has been the most successful. The impact of marketing boards on consumers is well documented.

The research points out that marketing boards lack managerial savvy to make them more efficient and responsive to market changes. Logistical and supply chain management approaches seem to be lacking. A failure to respond to markets has resulted in lost market opportunities, both domestically and abroad. The quota values, the legal and constitutional powers of Canadian marketing boards and the interprovincial trade barriers, among other issues, have stifled entrepreneurship and innovation, all with rising prices to consumers. Trade liberation will not be easy to implement even if it is urgently needed.

Some of the suggested market reforms presented in the paper are bound to have repercussions not only on farmers and their current ways of doing business but on Canadian society as well.

Few studies on marketing boards have been done from a marketing perspective rather than an agricultural economic one. It is the most current review of Canadian marketing boards. Marketing studies are needed to know more about how such boards are managed and function. They need to be more accountable. The recommended managerial studies on boards make the paper unique. While trade liberation is highly recommended for milk and dairy boards to meet world pressure, the paper does not call for their elimination.

Discusses marketing boards which have responsibility for directing and guiding major branches of agriculture in countries and are prominent in England, Canada, Australia, New Zealand, Israel and The Netherlands, in addition to some developing countries. Shows marketing boards to be flexible, using wide ranges of farm products, under differing conditions, and can serve different functions. Concentrates primarily on marketing boards and their responsibility for major functions in this article. Defines a marketing board as a compulsory organisation by the government to act as a central marketing authority, operating usually in a specific branch of agriculture, as a coalition of firms and organisations with varying interests and objectives. Aims, first, to analyse and clarify basic objectives of a marketing board; and second, concentrates on recommendations. States there are five basic goal areas in which specific objectives are needed and these are: profitability; productivity; market development; social responsibility; and innovation, goes on to explain these fully. Regarding recommendations these are also listed and discussed individually, and are mentioned above but with different conclusions, of course. Sums up that the five major areas common to most marketing boards have been identified — these goal areas are derived from the concept of a societal marketing board and represent intersectorial interests of the legislative or public representatives.

The purpose of this paper was to examine the difference in the effect on external marketing effectiveness of gender similar boards and gender dissimilar boards in the agro-manufacturing industry in Zimbabwe.

Based on a multi-item construct of external marketing effectiveness, data were gathered from 56 agro-manufacturing firms. The significant differences in the effect of marketing activities designed by male, gender-diverse and female boards on the level of external marketing effectiveness of the firms were examined using MANOVA.

The results suggest significant differences on the levels of external marketing effectiveness between all female boards and all male and gender-diverse boards. Female boards indicated high levels of external marketing effectiveness on customer-perceived value, loyalty, satisfaction, brand performance and symbolic meaning. The study concludes that marketing effectiveness will only be achieved by firms that develop relevant marketing strategies for the female consumer market.

The sample for this research was drawn from agro-manufacturing firms in Zimbabwe. Therefore, the applicability of these findings to other countries should be done with caution. In addition, the sample for the research was rather small, with only a few female boards. If conducted with a larger sample, the results could be different. The developed scale to measure external marketing effectiveness may require to be tested by other researchers in different settings to confirm its applicability in measuring the construct in multiple settings.

Prior research shows that corporate board effectiveness has tended to be measured in terms of corporate financial performance. This research measures board effectiveness from the extent to which its gender composition has an effect on the ability of manufacturing firms to serve emerging needs of female consumers.

Explores the role of boards and co‐operatives in the total marketing system and concludes they should be left to compete openly with the private sector. Examines this with regard to the open market in Africa and how it is still, to some extent, a social institution. States that there are three basic categories of tribal groupings in North America, Africa and the South Pacific, these are: individualist; competitive; and co‐operative, these are discussed and explained in detail. Concludes that the study has not questioned the existence of boards and co‐operatives, it has set out their roles in and contributions to, the marketing system, suggesting ways in which both can be made more effective.

The study examines the marketing of cocoa in Nigeria as a pilot study to formulating new strategies for the marketing of agricultural commodities. Three interrelated and interdependent approaches have been developed namely, institutional, functional and market structure strategies. These reveal how exchange, physical and facilitating functions can be effectively utilised to expedite the distribution of cocoa through the marketing system. However, methods in use by the cocoa farmers are not efficient due to problems of shortages and the policies of the Marketing Boards and the commodity boards. Improved methods of cocoa cultivation and the removal of impediments on granting credit facilities are recommended.

Compares marketing approaches in 12 countries for wheat, coffee, cocoa, citrus and bananas, in some major product countries. Looks at Australia for wheat marketing along with Canada and the USA; coffee marketing is covered by Kenya, Uganda and Brazil; cocoa marketing is covered by Ghana, Nigeria and Brazil; citrus marketing involves Israel, South Africa and the USA; bananas are covered by Jamaica and Brazil. Explores all of these in depth and discusses them with breakdowns of figures.

The purpose of this study is to understand the evolution of “marketing” in the public and corporate discourse of twentieth-century India.

The paper draws its inferences from an analysis of the digital Times of India and Financial Times historical newspaper databases, the corporate archives of two leading Mumbai-based firms – Godrej in consumer goods and Cipla in pharmaceuticals and oral histories of marketing managers.

The paper identifies four eras of “marketing” in twentieth-century India. Era I (1910-1940) saw the emergence of agricultural “marketing boards” and “marketing officers” in the public sector and the growth of Indian and multinational advertising agencies. Era II (1940-1970) witnessed the formation of management and advertising associations and business schools with close involvement of American players. In Era III (1970-1990), there was a paradigm shift as “marketing” grew in corporate discourse and firms began to employ “marketing managers” in “marketing departments”. Era IV (1990-till date) witnessed the explosion of “marketing” in public and corporate discourse alongside the consumption boom in India. The paper shows how “marketing” evolved separately in the public and private sectors and in different phases as compared to that in the West.

This paper overturns conventional wisdom on marketing history in India, which has so far discounted its significance before 1960 or accorded primary significance to the 1990s’ economic liberalisation programme.

Findings of this study will be useful to marketing professionals and teachers who wish to learn more about the history of marketing in India.

The paper uses unexplored archival material and provides the first account on the evolution of “marketing” in public and corporate discourse in twentieth-century India.

The Milk Marketing Boards were established in 1933 in order to ensure a regular collection of milk from farmers and a reliable delivery of milk to customers. They perfected a distribution system which proved its worth in the Second World War by ensuring an essential supply of milk under difficult circumstances. In 1993, the Government proposed that the English Milk Marketing Board should become a voluntary co‐operative with the title Milk Marque. This would make its own arrangements for the collection of milk from farmers and would compete with dairy companies such as Nestle and Northern Foods as farmers would be able to make their own arrangements over milk collection and milk products. The new system was to be in place by 1 April. Because of objections, any decisions have been postponed until 1 October or beyond.

This paper aims to combine the agency theory and efficiency wage theory to explore the effects of relative compensation for executive directors with marketing experience on two marketing outcomes (marketing efficiency and market share) and the moderating roles of ownership type (private vs state-owned enterprises) and market concentration in this process.

A total of 2,753 firm-year observations from Chinese listed companies (from 2010 to 2014) were retrieved from China Stock Market and Accounting Research database and analyzed using firm random-effects with industry, year and region fixed effects.

Relative compensation has a positive effect on both marketing efficiency and market share, and these effects are moderated by ownership type and market concentration. Specifically, the positive effect of relative compensation on marketing efficiency and market share are stronger for central state-owned enterprises (SOEs) compared to local SOEs and private-owned enterprises but the results are mixed for market concentration.

This study shows that paying higher compensation to the executive directors with marketing experience can enhance marketing performance, but the data does not allow identification of the actual actions taken by these directors for this.

This study highlights the importance of appropriate compensation for directors with marketing experience to motivate them to make better marketing decisions to overcome the challenges posed by market concentration and agency conflicts.

This paper points out the importance of having directors with marketing experience and paying them suitable compensation to motivate them to be more effective.

This paper uses the strategy‐as‐practice perspective to explore the relationship between practices and organisational routines of governance in pluralistic contexts. The purpose of this paper is to explore empirically how strategising activities and organisational actions interact. It discusses and illustrates the relationship between strategising and organising through routines of governance, and in particular the use of board papers.

This research is based on a single longitudinal “soft” case study. The researchers collected both primary and secondary data. Primary data collection took place from the end of 2004 until early in 2008. Primary data collection occurred through three main methods: interviews, meeting observations, and “shadowing” of participants; six participants were each shadowed for a working week (five days), and another participant was shadowed for three days. Interviews were held with 20 participants and typically lasted for between one and two hours. The interviews and meetings resulted in over 150 hours of audio recordings. In addition, notes of shadowing covered 420 hours.

The first section of this paper presents the theoretical foundation before describing the research method. A discussion then explores the relationships between one of the specific strategising practices – the creation of board papers – and formal organisational routines of governance. The conclusion suggests that in professional service firms, informal practices that provide feedback are important in ensuring the stability and continuity of formal organisational routines.

The links between micro, meso, and macro levels – that is to say, between actors, organisational actions, and institutional field practices – have already been broadly investigated. However, much of the research remains theoretical rather than empirical in nature. Furthermore, although researchers have been increasingly interested in strategising within organisations featuring multiple goals, diffuse networks of power, and knowledge‐based work processes, a deep understanding of practices in these organisations is still underdeveloped.