Journal of Marketing Education

Business education is undergoing paradigmatic changes, and business schools are feeling the brunt of these changes. This article proposes that “business as usual” is over for traditional business schools. Using Ohmae’s 3Cs—customers, competitors, and company—as an analytical framework, I examine important changes from different vantage points. From the perspective of customers, the focus lies on technological and value changes. In terms of competitors, the analysis centers on the growing number of alternative suppliers of business education and the geographic shifts in the business school landscape. As to the company dimension, I comment on the vast number and heterogeneity of business schools and suggest that they are heading toward a business model competition. In considering potential development paths for business schools, the article concludes that they require radical innovations to stay relevant.

Online courses have become an important educational delivery tool for institutions of higher learning throughout the world. While popular among students and administrators, many faculty members have expressed concerns with online courses. Therefore, this article highlights online team teaching as a potential solution to many of the concerns harbored by faculty members. In particular, we discuss the potential challenges that can be faced by an online teaching team during the various stages from conceptualization to implementation, and offer prescriptive guidelines that would help future teams in navigating those challenges. Importantly, this article explores online team teaching from the perspective of marketing faculty and outlines positive educator outcomes associated with the development of a team-taught marketing course.

This article documents the application of transmedia play in a higher education business context, providing a case study of how transmedia play can be infused into an undergraduate marketing course. We share our findings regarding learner experience and engagement, detailing results from structured interviews with 22 course participants. Evidence shows that the transmedia approach has value and can be successfully enacted in an undergraduate course to create connected learning opportunities and elicit cognitive, affective, and behavioral engagement. However, we note that the participatory nature of the pedagogy did create challenges for digital novices. In order to transition digital novices from peripheral to full participants in a transmedia learning community context, further research is warranted.

In an era of constant connectedness—from Twitter tweets to the 24-hour news cycle—the need for marketers to be nimble and responsive to the needs of consumers and ever-evolving markets is greater than ever before. Indeed, being able to be “in the moment” and to react instantaneously demands a different kind of training and education than the slower paced, carefully constructed, and casually timed marketing campaigns of yesterday. Improvisational comedy and its tenets—agreement (“Yes, and . . . ”); be you (and know that you are enough); make bold, unexpected choices—require a comparable, in-the-moment mind-set that encourages group collaboration, positive self-efficacy, and the ability to generate creative ideas without hesitation. Two studies show that improvisational training has positive consequences for group collaboration, self-efficacy, and divergent thinking, skills essential for modern marketing roles. First, an exploratory study of the general population reveals preliminary links between improvisation familiarity and the aforementioned marketing skills, as well as between a brief improv manipulation and divergent thinking. Second, a follow-up study using actual students in a 10-week improvisation course confirms causal relationships between long-term improv training and group collaboration, self-efficacy, and divergent thinking. Effect sizes are large and endure even 4 months following the improv training.

Student reactions to grades can be unpredictable. Students may complain about grades, sometimes angrily, even when they receive a moderately high grade. This study looks at beliefs about the self as predictors of students’ reactions to an average grade received on a hypothetical assignment. It examines the effect of a student’s self-efficacy with regard to ability and performance on assignments, and the effect of a student’s implicit theory, whether the student holds a more fixed view or a more malleable view of academic ability and performance. Levels of self-efficacy (low to high) and implicit theories (more malleable view of abilities to more fixed views of abilities) are varied, with cumulative GPA included as well in regression analysis. Results show that a malleable view of abilities leads not only to lower levels of overall satisfaction with a grade but also less anger and likely influences students to strive to improve. Self-efficacy regarding the course has less of an impact than implicit theories about abilities, but students with higher overall GPAs liked the instructor less.

Customer experience is the latest battleground for business. Not only is customer experience management (CXM) one of the most promising approaches to marketing, but some observers also contend it is the future of marketing. While practitioners have embraced CXM for its considerable promise, marketing academicians have lagged in developing and disseminating CXM knowledge. Indeed, considerable evidence suggests that customer experiences are falling far short of company aspirations and customer expectations. To further CXM understanding, we conducted a three-credit undergraduate marketing course on CXM. Given the inherent experiential nature of CXM, we enhanced student learning by including a field immersion component. Specifically, on-campus class sessions were supplemented with a weeklong field immersion at Walt Disney World Resort. Empirical and qualitative evidence indicates that our approach fosters CXM understanding. We conclude by offering potential adaptations to our approach, including teaching CXM within existing coursework, curtailing the field immersion component, and making modifications for a graduate-level course.

Given the recent proliferation in sales programs, business colleges face a new set of challenges. Sales competencies are changing rapidly, and firms struggle with identifying and attracting sales candidates on campus. Therefore, it is important that we understand needed competencies and how the content of job advertisements may differentially appeal to various student populations. To do so, we develop a conceptual model, based on signaling theory, that focuses on how students formulate their intention to pursue a given sales position. Our research utilizes a two-study approach. First, we explore the desired entry-level sales skills communicated by employers through job advertisements. Next, we examine both student and advertisement characteristics and their distinct relationships with the satisfaction with the job ad and the intention to apply for a sales position. Our study is unique, as we examine distinct undergraduate groups’ (sales, marketing, other business, and nonbusiness students) responses to sales job advertisements. Our findings demonstrate that differences in job ad clusters and student group characteristics influence the intention to pursue a sales position. Specifically, different student majors perceive job characteristics communicated within job ads differently. As such, our research provides insight into academic programs as well as corporate sales recruiters.