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Following this introduction, the Chapter 2, “A Note on Knowledge Development in Marketing,” by Amjad Hajikhani and Peter LaPlaca, examines four themes in the development of marketing management knowledge. The discussion initially considers the scientific basis for the marketing discipline, then the academic divide between academic researchers and marketing managers.

Relationship marketing is based on the idea that the existence of a relationship between customer and supplier creates value for both parties, in addition to the value of the products or services provided. In this special issue edition entitled “Pathways less traveled to value creation: interaction, dialogue and knowledge generation” articles are submitted from five sets of authors, giving different perspectives of marketing and the knowledge generation and communication aspects surrounding it.

The purpose of this Editorial is to introduce the reader to the changing environment of arts marketing, which poses challenges to researchers and necessitates creative methods of inquiry.

The Editorial introduces the papers in this special issue.

It was found that creative inquiry in arts marketing includes the use of both established and innovative interpretive methods.

The Editorial explains how the application of creative methods of inquiry can aid our understanding of the relationship between art and the market.

This paper aims to provide an overview of the European Journal of Marketing's special section on the Forum of Markets and Marketing, “Extending Service‐Dominant Logic”.

The approach takes the form of a conceptual integration of core concepts in S‐D logic, markets, and marketing.

This special section provides insight into the complexity of markets by investigating markets as configurations and systems and how value propositions drive value co‐creation.

This introduction to the special section integrates individual contributions toward advancing S‐D logic and suggests that additional research in this area will help to develop a general theory of markets and marketing.

The overview of this special section provides insight into how the development of a positive theory of the market(s) will help to further advance normative marketing theories and practice.

This overview of the special section integrates multiple perspectives on complex, dynamic systems and discusses their contributions to the development of an S‐D logic‐based theory of the market.

This paper aims to reviews the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Of all the training and development programs within a typical organization, those relating to customer service are undoubtedly among the most important. Fortunately, many companies appear to recognize this. An obvious case for high‐fives all round then. On second thoughts, maybe not. Because while evidence shows that most organizations take their customer service training seriously, doubt persists as to whether they are actually doing enough. As a result, any substantial long‐term impact is highly unlikely. So how can the situation be remedied? Simple. By ensuring that training addresses each aspect of customer contact. This involves developing company‐wide initiatives to ensure that all employees become customer‐oriented – not just those on the front‐line. Integrate customer service needs into every organizational activity and a strong customer focus will soon become the norm. Particular attention should be made to recruitment to ensure that those joining the company have the right attitude. Without it, even the best training will have minimal effect at best.

This paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.