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Learning Resource Centre Monthly Bulletin |
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Learning Resource Centre Monthly Bulletin |
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| New Books |
 B120190 The Growth Dilemma By Wilson Annie |  B120192 Sales and Distribution Management By Havaldar Krishna K |  B120193 Supply Chain Logistics Management By Bowersox Donald J |
| Click Here to learn about the Recent Books added to our collection on different topics of Management. |
| Articles |
| Rethinking Marketing Knowledge Protection: Hidden Costs and Uncertain Benefits. By Moorman, Christine;Kohli, Ajay K.;Jaworski, Bernard J. Journal of Marketing. Jul2026, Vol. 90 Issue 4, p1-26. 26p. Abstract :Knowledge is a key resource in marketing, and an assumption across literatures is that a firm must prevent valuable knowledge from leaking to competitors. This research develops a theoretical framework that calls for rethinking this view by offering a fresh perspective on when and how a firm should protect marketing knowledge to minimize the likelihood of harm to the firm. This framework integrates research across disciplines and interviews with executives to provide a more accurate analysis of the payoffs of knowledge protection. This is accomplished, first, by introducing a set of unintended hidden costs of the most commonly used knowledge-protection strategy—leakage prevention—that harm a firm`s competitive advantage. Firm and industry moderators that influence the magnitude and consequences of these hidden costs are outlined. Second, the framework suggests that the benefits of knowledge protection may be more limited than previously recognized. It does so by delineating the knowledge "leakage-to-harm" process and identifying competitor and industry moderators that can impede the process. Third, the framework offers a typology of alternative protection strategies firms can use to preserve their knowledge-based competitive advantage. Across these contributions, the framework calls for substantial rethinking of marketing knowledge protection with important implications for marketing practice and future research. [ABSTRACT FROM AUTHOR] | |||
| Strategic Agility in Marketing: Adapting Business Models in the Era of Market Disruptions. By Goel, Shweta;Kuma, Avinash Raj;Gautam, Shalini;Goe, Priyanka;Kumar, Rohtash Advances in Consumer Research. Mar2026, Vol. 3 Issue 3, p602-613. 12p. Abstract :In the contemporary business environment characterized by volatility, uncertainty, complexity, and ambiguity, organizations are increasingly compelled to adopt strategic agility as a critical capability for sustaining competitive advantage. Market disruptions driven by rapid technological advancements, evolving consumer preferences, globalization, and unforeseen crises such as pandemics have rendered traditional marketing strategies insufficient. This study explores the concept of strategic agility in marketing, emphasizing its role in enabling organizations to dynamically adapt their business models in response to continuous environmental changes. The research synthesizes existing theoretical perspectives and empirical findings to develop an integrated framework that links strategic agility with business model innovation, digital transformation, and customer-centric value creation. It highlights how agile marketing practices facilitate rapid sensing of market signals, swift decision-making, and effective reconfiguration of resources and capabilities. Furthermore, the study examines the interplay between organizational learning, leadership adaptability, and technological integration in fostering strategic agility. By analyzing contemporary business practices, the paper identifies key drivers and enablers of agility, including data analytics, artificial intelligence, and collaborative ecosystems. The findings suggest that firms exhibiting higher levels of strategic agility are better positioned to capitalize on emerging opportunities and mitigate risks associated with market disruptions. The study contributes to the literature by offering a comprehensive conceptual framework and practical insights for managers seeking to redesign their marketing strategies and business models in an increasingly turbulent environment... [ABSTRACT FROM AUTHOR] | |||
| Network Analysis in Advertising Research, Reimagined: A Methodological Catalyst for Structural and Institutional Insight. By Zhou, Alvin;Taneja, Harsh;Maslowska, Ewa Journal of Advertising. May2026, p1-19. 19p. 2 Illustrations. Abstract :AbstractAs digital systems increasingly mediate advertising, the field must move beyond message effects to engage with the structural and institutional dynamics that define the advertising ecosystem. This article argues that network analysis—when reimagined beyond its typical application to social media interactions—offers powerful tools for understanding the relationships among brands, consumers, media, influencers, and other intermediaries and stakeholders. Through two case demonstrations, one on influencer marketing and the other on media planning, we illustrate how bipartite projections and inferential network analysis uncover latent relational patterns such as brand competition and influencer heterophily. We further explore alternative strategies for constructing networks from advertising data, including sequence-based, co-occurrence-based, and influence-based approaches. These models enable a shift from descriptive to explanatory analyses and open new pathways for theorizing advertising as a relational, institutional, and dynamic system. Ultimately, we position network analysis as a methodological and theoretical catalyst for structural thinking in advertising research, facilitating deeper engagement with ecosystem-level complexity and interdisciplinary integration with computational social science. [ABSTRACT FROM AUTHOR] | |||
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| News |
| Do Less, Matter More By The Economic Times; Brand Equity; Jul 22 2026 |
| International consumer products companies making strategic bets to accelerate growth in India market By Business Line: Jul 31 2026 |
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