Marketing Performativity: Theories, practices and devices addresses concerns about the theory-practice gap so often discussed by marketing scholars, and indeed reframes this ‘gap’ by asking ‘how is marketing theory performative?’ How does marketing theory shape action? Who uses it in practice and to what effects? The individual contributions in this book look at how marketing theories are used in practice and what this means for our understanding of the practicing–theorising landscape of marketing.
The book begins by considering what performativity is and how this concept is used in the marketing literature. It then considers three themes concerning the performativity of marketing that emerge from the contributions, before presenting ten empirical studies that ask how, why, and to what effect marketing theories are used and ‘performed’ in marketing practice. The book also summarises the implications of three themes and sketches research areas for further developing our understanding of the performativity of marketing. This book was originally published as a special issue of the Journal of Marketing Management.
Introduction – Exploring the performativity of marketing: theories, practices and devices Katy Mason, Hans Kjellberg and Johan Hagberg
1. Epistemologies in the wild: local knowledge and the notion of performativity Johan Nilsson and Claes-Fredrik Helgesson
2. ‘Is there a gap in the market, and is there a market in the gap?’ How advertising planning performs markets Erik S. Jacobi, James Freund and Luis Araujo
3. Performing market segmentation: a performative perspective Peet Venter, Alex Wright and Sally Dibb
4. Brand transformation: a performative approach to brand regeneration Andrea Lucarelli and Anette Hallin
5. The dividualised consumer: sketching the new mask of the consumer Robert Cluley and Stephen D. Brown
6. Myriam’s ‘adverteasing’: on the performative power of marketing promises Franck Cochoy
7. Exploring the brand’s world-as-assemblage: the brand as a market shaping device Winfred Ikiring Onyas and Annmarie Ryan
8. The performativity of sustainability: making a conduit a marketing device John Finch, Conor Horan and Emma Reid
9. ‘Elephants can’t gallop’: performativity, knowledge and power in the market for lay-investing Philip Roscoe
10. Construction of silence on issues of sustainability through branding in the fashion market Cecilia Solér, Julia Baeza and Camilla Svärd
The Journal of Marketing Management was founded in 1985 by Michael J. Baker to provide a forum for the exchange of the latest research ideas and best practice in the field of marketing as a whole, in an accessible way.
Currently edited by Mark Tadajewski, the Journal of Marketing Management is the official Journal of the Academy of Marketing, and has a global reputation for publishing path-breaking and original contributions which blend the best of theory and practice. JMM seeks to meet the needs of a wide but sophisticated audience, and includes contributions that further our knowledge of marketing management, as well as research that takes marketing management and the managerial agenda of marketing thought as an object of intellectual scrutiny in its own right. It seeks to meet the needs of a wide but sophisticated audience comprising senior marketing executives and their advisors, senior line managers, teachers and researchers in marketing, and undergraduate and postgraduate students of the subject.
The Key Issues in Marketing Management book series contains a wide range of the journal’s special issues. These special issues are an important contribution to the work of the journal, where leading theoreticians and practitioners bring together articles dedicated to a key topic in the industry. Through publishing these special issues as a series of books, Westburn Publishers and Taylor & Francis hope to allow a wider audience of scholars, students and professionals to engage with the work of the Journal of Marketing Management.