Paul Chad

The Use of Team-Based Learning as an Approach to Increased Engagement and Learning for Marketing Students A Case Study

Marketing educators are often faced with poor preclass preparation by students, declining student interest in attending classes as the semester progresses, and student complaints regarding previous bad experiences with team assessment activities. Team-based learning (TBL) is an innovative teaching strategy using semiformalized guidelines aimed to enhance student engagement and improve teamwork and, hence, overcome the typical problems faced by educators. This case study examines the first-time use of TBL in a postgraduate marketing subject at an Australian university. The results indicate that the TBL innovation has a positive influence on student engagement and offers opportunities to assist learning. The study concludes that TBL is an effective teaching process enabling educators to offer students enhanced and stimulating learning experiences. The case study contributes to the marketing education literature by assessing the first-time TBL experience of students and educator. Key issues addressed are student engagement, opportunities for learning, and the benefits of teamwork in preparing students for the workforce. Significantly, the research also offers practical advice for marketing educators desirous of developing and implementing effective and engaging pedagogy via TBL.

Development of a Market Orientation Research Agenda for the Nonprofit Sector

Market orientation is the overarching framework by which practitioners and academics make sense of the interplay between customers, competition, stakeholders, and the organization within the commercial for-profit arena and is the way the marketing concept is put into practice. Many academics have argued that market orientation would also benefit nonprofit organizations by generating more funds in an increasingly competitive environment. The purpose of this article is to conduct a systematic review of market orientation, identify gaps, and develop a research agenda for market orientation research within the underresearched nonprofit sector. This research agenda highlights the structural, human resource, and cultural challenges nonprofit organizations face if they decide to adopt a market orientation, and the need to develop a praxis framework currently missing from the literature. The article offers suggestions for researchers to extend the concept of market orientation from the commercial for-profit into the nonprofit arena.

Implementing market orientation in charities: A necessity for survival

This article examines the highly under-researched area of exactly how a market orientation can be successfully implemented within an organisation. Market orientation is the key strategic orientation that assists for-profit organisations achieve improved performance and can potentially also assist charities that play a vital role within society but are facing increasing competition. Utilising a discourse transformation framework to case study a charity that introduced market orientation as its dominant strategic orientation, thematic analysis identifies how management transformed the organisation via a three-phase process and greatly improved performance. The new dominant market orientation was aided by elements of other strategic orientations, particularly entrepreneurialism. Minimal articles have previously examined how management of a charity can successfully implement a market orientation. The article also introduces a discourse transformation perspective into the examination of market orientation and offers charity managers valuable insights to assist performance improvement.

A Praxis framework for implementing market orientation into charities

There is a scarcity of research regarding the process of introducing market orientation into the not-for-profit sector. Understanding this process would greatly assist the not-for-profit sector, which is under increasing pressure to obtain funds to operate and offer appropriate services. In this article, we examine the successful introduction of market orientation into three Australian charities and identify the stages of implementation. The introduction of market orientation is analyzed from a discourse transformation perspective and a praxis framework is developed. This is amongst the first studies examining the transition to a market orientation discourse within charity organizations and the first study to develop a praxis framework to guide managers. The study also pioneers a discourse transformation perspective in market orientation research. The article thus extends our knowledge of market orientation within the not-for-profit sector and increases understanding of practitioner engagement in marketing activities.

Corporate Rebranding: An Employee-Focused Nonprofit Case Study

ABSTRACT The purpose of this paper was to examine the process by which a nonprofit organization conducted corporate rebranding and to assess the relevance of the principles of corporate rebranding originally developed by Merrilees and Miller (2008) in relation to for-profit organizations. A community-owned nonprofit organization that recently introduced corporate rebranding was examined. Semistructured in-depth interviews with employees from all organizational levels explored the rebranding process and employee feelings toward the process. Findings revealed that, while ultimately successful, rebranding did not progress smoothly. Problems related to initial management attempts to utilize minimal external expertise and to low levels of employee involvement and buy in. Findings suggest that all six principles of corporate rebranding proposed by Merrilees and Miller (2008) should be used by management as a guide to increase efficiency of the rebranding process and extends these principles to a nonprofit context. The paper also pioneers examination of corporate rebranding from a change management perspective.