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Considers the relative effectiveness of using experimental training programmes. Uses the US experience of programme evaluation to make two main points. First, many of the key questions concerning the effects of training cannot be answered using simple estimators, even in the presence of experimental data. Second, addressing such issues in a non‐experimental setting raises additional problems, particularly the need to model the selection process by which individuals enter training.

Our day is filled with decisions that affect our ability to manage and to reach organizational objectives. Not all decisions, however, are equal. The most common decisions are tactical, not strategic, although the two are often confused. One view is that tactical decisions do not require much deliberation or rigorous analysis. The options are relatively limited, the criteria and limits are fairly well understood, there's often a lot of precedent, and the consequences of a wrong decision are not earthshattering. While this is often true, such a definition can lead to confusion.

The purpose of this paper is to provide a retrospection on the importance, origins and development of the research programs in the author’s career.

The study uses an autobiographical approach.

Most of the articles, research monographs and books that constitute this research and publishing efforts can be categorized into seven distinct, but related, research programs: channels of distribution; marketing theory; marketing’s philosophy debates; macromarketing and ethics; relationship marketing; resource-advantage theory; and marketing management and strategy. The value system that has guided these research programs has been shaped by specific events that took place in the author’s formative years. This essay chronicles these events and the origins and development of the seven research programs.

Chronicling the importance, origins and development of the seven research programs will hopefully motivate and assist other scholars in developing their own research programs.

The purpose of this paper is to provide a personal retrospective on six of the key events/experiences that influenced the development of the structure, foundational premises, and models of the resource‐advantage theory of competition.

The paper uses a personal retrospective approach.

The paper finds that six key events influenced the development of resource‐advantage theory: B.J. “Bud” LaLonde emphasizes the works of Alderson; Rob Morgan suggests an article on the resource‐based theory of the firm; Roy Howell suggests a presentation on R‐A theory; Randy Sparks shows a “socialist calculation” article; Kim Boal suggests the Journal of Management Inquiry as a publication outlet; and Bob Phillips discusses his work on “firm effects vs industry effects”. The paper then relates each of the six events to the paths, routes, or procedures that are often proposed as (or reported to be) likely to lead to the development of theories.

By providing the evolutionary history of resource‐advantage theory, the paper provides implications for developing marketing theories.

Brokers must realise that the promotional and logistical services they provide wholesalers help to determine the wholesaler's satisfaction with them. Although the results of the research presented in this article clearly show that high quality performance of both types of services is important, logistical services play a more important role in determining wholesaler satisfaction. Consequently, manufacturers must realise that brokers are an important link in the physical distribution channel and can help deliver high customer satisfaction via superior physical distribution service.

A survey of 372 logistics managers in different industries revealed multiple outsourcing linkages among logistics activities. These results are consistent with previous findings that suggest that firms can improve customer service and reduce costs by outsourcing multiple logistics functions. The results are also consistent with previous research on the role that improved coordination of information and material flows have in the achievement of economies of scale and economies of scope. Future research developments in the field of logistics outsourcing are also proposed.

Reports the results of a survey of 41 US third‐party logistics (3PL) firm practices for hiring entry‐level managers. Reveals the recruiting, selection, and compensation methods used for 96 different positions and related compensation data (e.g. mean starting salary = US$34,358). Recommends that 3PL firms use the information to benchmark current practices and offers specific ideas to improve recruiting effectiveness. Also proposes research results‐driven job search strategies for individuals seeking positions with 3PL firms.