Skip to main content
SpringerLink
Log in

Purpose orientation: An emerging theory transforming business for a better world

  • Original Empirical Research
  • Published:
Journal of the Academy of Marketing Science Aims and scope Submit manuscript

Abstract

Why are leaders rethinking their fundamental profit orientation and charting paths to broader strategies with societal goals based on “purpose”? More fundamentally, what exactly is purpose, and how does purpose evolve in organizations? The concept of organizational purpose is fragmented in research and fuzzy in practice. Many organizations also assign a narrow and questionable role for marketing to advance purpose, which masks the evolving nature of marketing. In this research, we leverage a theories-in-use approach to develop an emerging theory of purpose orientation. Interviews with business leaders and archival data reveal the “what,” “why,” and “how” of four mental models leaders adopt at the intersection of business and society, along with corresponding roles for marketing. The elements of purpose map onto leaders’ existential questions to define purpose orientation as a unified organizational logic (why we exist), identity (who we are), and strategy (what we do) for creating transcendent value for stakeholders. We find that purpose orientation is best achieved with a combined inside-out + outside-in approach that extends the prevailing paradigm of market orientation. We also provide insight into drivers of purpose orientation, the pathways through which orientations evolve, and a framework for developing purpose-oriented strategy.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1
Fig. 2
Fig. 3
Fig. 4

Similar content being viewed by others

Notes

  1. Reflecting its use in industry publications, podcasts, and in our interviews, we use the term “purpose” (as opposed to “corporate purpose,” “purpose-driven,” or “strategic purpose”) to refer to a firm’s attention to business and society, prosocial efforts, and/or triple bottom line activities.

References

  • Aguilera, R., Rupp, D. E., Williams, C. A., & Ganapathi, J. (2007). Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations. Academy of Management Review, 32(3), 836–863.

    Article  Google Scholar 

  • Aho, K. (2014). Existentialism: An introduction. John Wiley & Sons.

  • American Marketing Association, Definition of Marketing, approved 2017, accessed 30 June 2023

  • Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46(6), 681–703.

    Article  Google Scholar 

  • Ashforth, B. E., & Humphrey, R. H. (1993). Emotional labor in service roles: The influence of identity. Academy of Management Review, 18(1), 88–115.

    Article  Google Scholar 

  • Atkinson, P. (1992). Understanding ethnographic texts (Vol. 10). Sage.

    Book  Google Scholar 

  • Barnett, M. L. (2007). Stakeholder influence capacity and the variability of financial returns to corporate social responsibility. Academy of Management Review, 32(3), 794–816.

    Article  Google Scholar 

  • Bartlett, C. (2016). Unilever’s new global strategy: Competing through sustainability. Harvard Business School Case 916–414.

  • Bhagwat, Y., Warren, N. L., Beck, J. T., & Watson, G. F. (2020). Corporate sociopolitical activism and firm value. Journal of Marketing, 84(5), 1–21.

    Article  Google Scholar 

  • Bhattacharya, C. B., Smith, N. C., & Vogel, D. (2004). Integrating social responsibility and marketing strategy: An introduction. California Management Review, 47(1), 6–8.

    Article  Google Scholar 

  • Blocker, C. P., Flint, D. J., Myers, M. B., & Slater, S. F. (2011). The role of proactive customer orientation for creating customer value in global markets. Journal of the Academy of Marketing Science (39), 216–233. https://doi.org/10.1007/s11747-010-0202-9

  • Blocker, C. P., Zhang, J., Hill, R., Roux, C., Corus, C., Hutton, M., Dorsey, J., & Minton, E. (2023). Rethinking scarcity and poverty: Building bridges for shared insight and impact. Journal of Consumer Psychology, 33(3), 489–509.

    Article  Google Scholar 

  • Botelho, E. L., Powell, R. K., Kincaid, S., & Wang, D. (2017). What sets successful CEOs apart. Harvard Business Review, 95(3), 70–77.

    Google Scholar 

  • Cecilli, E., Allen, D., & Sachs, M. (2022). Brandpie CEO purpose report 2022. https://www.brandpie.com/thinking. Accessed 12/1/2022.

  • Challagalla, G., Murtha, B. R., & Jaworski, B. (2014). Marketing doctrine: A principles-based approach to guiding marketing decision making in firms. Journal of Marketing, 78(4), 4–20.

    Article  Google Scholar 

  • Chandy, Rajesh K., Gita Venkataramani Johar, Christine Moorman, and John H. Roberts. (2021). Better marketing for a better world. Journal of Marketing, 85(3), 1–9.

  • Christmann, P., & Taylor, G. (2006). Firm self-regulation through international certifiable standards: Determinants of symbolic versus substantive implementation. Journal of International Business Studies, 37(6), 863–878.

    Article  Google Scholar 

  • Corbin, J. M. & Strauss, A. (2008). Basics of qualitative research: Techniques and procedures for developing grounded theory (3rd ed.). SAGE.

  • Crittenden, V. L., Crittenden, W. F., Ferrell, L. K., Ferrell, O. C., & Pinney, C. C. (2011). Market-oriented sustainability: A conceptual framework and propositions. Journal of the Academy of Marketing Science, 39(1), 71–85.

    Article  Google Scholar 

  • Dacin, M. T. (1997). Isomorphism in context: The power and prescription of institutional norms. Academy of Management Journal, 40(1), 46–81.

  • Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(4), 37–52.

    Article  Google Scholar 

  • Day, G. S., & Moorman, C. (2010). Strategy from the outside in, McGraw Hill Professional.

  • Day, G. S. & Schoemaker, P- J. H. (2006). Peripheral vision: Detecting the weak signals that will make or break your company. Harvard Business School Press.

  • Deci, E. L., & Ryan, R. M. (2000). The" what" and" why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268.

    Article  Google Scholar 

  • de Ruyter, K., Keeling, D. I., Plangger, K., Montecchi, M., Scott, M. L., & Dahl, D. W. (2022). Reimagining marketing strategy: Driving the debate on grand challenges. Journal of the Academy of Marketing Science, 50(1), 13–21.

    Article  Google Scholar 

  • Deighton, J. A., Mela, C. F., & Moorman, C. (2021). Marketing thinking and doing. Journal of Marketing, 85(1), 1–6.

    Article  Google Scholar 

  • Eccles, R. G., Ioannou, I., & Serafeim, G. (2014). The impact of corporate sustainability on organizational processes and performance. Management Science, 60(11), 2835–2857.

    Article  Google Scholar 

  • Edelman. (2022). 2022 Edelman trust barometer: Societal leadership is now a core function of business. https://www.edelman.com/trust/2022-trust-barometer. Accessed 12/1/2022.

  • Eisenhardt, K. M., Graebner, M. E., & Sonenshein, S. (2016). Grand challenges and inductive methods: Rigor without rigor mortis. Academy of Management Journal, 59(4), 1113–1123.

    Article  Google Scholar 

  • Epp, A. M., & Otnes, C. C. (2021). High-quality qualitative research: Getting into gear. Journal of Service Research, 24(2), 163–167.

    Article  Google Scholar 

  • Feng, H., Morgan, N. A., & Rego, L. L. (2015). Marketing department power and firm performance. Journal of Marketing, 79(5), 1–20.

    Article  Google Scholar 

  • Ferrell, O. C., Tracy L. Gonzalez-Padron, G. Tomas M. Hult, and Isabelle Maignan. (2010). From market orientation to stakeholder orientation. Journal of Public Policy & Marketing, 29(1), 93–96.

  • Fink, L. (2019). Letter to CEOs: Profit & purpose. BlackRock. https://tinyurl.com/3udnfs3f. Accessed 12/1/2022.

  • Freeman, R. E. (2010). Strategic management: A stakeholder approach. Cambridge University Press.

  • Friede, G., Busch, T., & Bassen, A. (2015). ESG and financial performance: Aggregated evidence from more than 2000 empirical studies. Journal of Sustainable Finance & Investment, 5(4), 210–233.

    Article  Google Scholar 

  • Friedman, M. (1970). A friedman doctrine: The social responsibility of business is to increase its profits. The New York times Magazine, 13, 32–33.

    Google Scholar 

  • Frösén, J., Luoma, J., Jaakkola, M., Tikkanen, H., & Aspara, J. (2016). What counts versus what can be counted: The complex interplay of market orientation and marketing performance measurement. Journal of Marketing, 80(3), 60–78.

    Article  Google Scholar 

  • Gailbraith, J. R. (1973). Designing complex organizations. Addison Wesley.

  • Gartenberg, C., Prat, A., & Serafeim, G. (2019). Corporate purpose and financial performance. Organization Science, 30(1), 1–18.

    Article  Google Scholar 

  • Gebhardt, G. F., Carpenter, G. S., & Sherry, J. F. (2006). Creating a market orientation: Longitudinal, multifirm, grounded analysis of cultural transformation. Journal of Marketing, 70(4), 37–55.

    Article  Google Scholar 

  • Godfrey, P. C. (2005). The relationship between corporate philanthropy and shareholder wealth: A risk management perspective. Academy of Management Review, 30(4), 777–798.

    Article  Google Scholar 

  • Goleman, D. (2020). Millennials: The purpose generation. Korn Ferry, https://tinyurl.com/w2m6y6zj Accessed May 17, 2023.

  • Good, V., Hughes, D. E., & Wang, H. (2022). More than money: Establishing the importance of a sense of purpose for salespeople. Journal of the Academy of Marketing Science, 50(2), 272–295.

    Article  Google Scholar 

  • Gordon, R., Carrigan, M., & Hastings, G. (2011). A framework for sustainable marketing. Marketing Theory, 11(2), 143–163.

    Article  Google Scholar 

  • Gulati, R. (2022). Deep purpose: The heart and soul of high-performance companies. Penguin Business.

  • Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193–106.

    Article  Google Scholar 

  • Handelman, J. M. (2006). Corporate identity and the societal constituent. Journal of the Academy of Marketing Science, 34(2), 107–114.

    Article  Google Scholar 

  • Henderson, R. (2021). Innovation in the 21st century: Architectural change, purpose, and the challenges of our time. Management Science, 67(9), 5479–5488.

    Article  Google Scholar 

  • Hillebrand, B., Nijholt, J. J., & Nijssen, E. J. (2011). Exploring CRM effectiveness: An institutional theory perspective. Journal of the Academy of Marketing Science, 39(4), 592–608.

    Article  Google Scholar 

  • Homburg, C., & Jensen, O. (2007). The thought worlds of marketing and sales: Which differences make a difference? Journal of Marketing, 71(3), 124–142.

    Article  Google Scholar 

  • Homburg, C., Theel, M., & Hohenberg, S. (2020). Marketing excellence: Nature, measurement, and investor valuations. Journal of Marketing, 84(4), 1–22.

    Article  Google Scholar 

  • Hult, G. T. M. (2011a). Market-focused sustainability: Market orientation plus. Journal of the Academy of Marketing Science, 39(1), 1–6.

    Article  Google Scholar 

  • Hult, G. T. M. (2011b). Toward a theory of the boundary-spanning marketing organization and insights from 31 organization theories. Journal of the Academy of Marketing Science, 39, 509–536.

    Article  Google Scholar 

  • Jasinenko, A., & Steuber, J. (2022). Perceived organizational purpose: Systematic literature review, construct definition, measurement and potential employee outcomes. Journal of Management Studies. https://doi.org/10.1111/joms.12852

    Article  Google Scholar 

  • Judge, W., & Blocker, C. P. (2008). Organizational capacity for change and strategic ambidexterity: Flying the plane while rewiring it. European Journal of Marketing, 42(9), 915–926.

    Article  Google Scholar 

  • Kalaignanam, K., Tuli, K. R., Kushwaha, T., Lee, L., & Gal, D. (2021). Marketing agility: The concept, antecedents, and a research agenda. Journal of Marketing, 85(1), 35–58.

    Article  Google Scholar 

  • Kennedy, A., & Smith, J. (2022). Socially responsible (macro-social) marketing. Journal of Macromarketing, 42(4), 572–582.

    Article  Google Scholar 

  • Kirca, A. H., Jayachandran, S., & Bearden, W. O. (2005). Market orientation: A meta-analytic review and assessment of its antecedents and impact on performance. Journal of Marketing, 69(2), 24–41.

    Article  Google Scholar 

  • Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1–18.

    Article  Google Scholar 

  • Kostova, T., & Roth, K. (2002). Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects. Academy of Management Journal, 45(1), 215–233.

    Article  Google Scholar 

  • Kotter, J., & Rathgeber, H. (2016). That’s not how we do it here! A story about how organizations rise and fall—and can rise again. Penguin.

    Google Scholar 

  • Kumar, V., Jones, E., Venkatesan, R., & Leone, R. P. (2011). Is market orientation a source of sustainable competitive advantage or simply the cost of competing? Journal of Marketing, 75(1), 16–30.

    Article  Google Scholar 

  • Laczniak, G., & Shultz, C. (2021). Toward a doctrine of socially responsible marketing (SRM): A macro and normative-ethical perspective. Journal of Macromarketing, 41(2), 201–231.

    Article  Google Scholar 

  • Lakoff, G., & Johnson, M. (2008). Metaphors we live by. University of Chicago Press.

    Google Scholar 

  • Lindgreen, A., Di Benedetto, C. A., Clarke, A. H., Evald, M. R., Bjørn-Andersen, N., & Lambert, D. M. (2021). How to define, identify, and measure societal value. Industrial Marketing Management, 97, A1–A13.

    Article  Google Scholar 

  • MacInnis, D. J. (2011). A framework for conceptual contributions in marketing. Journal of Marketing, 75(4), 136–154.

    Article  Google Scholar 

  • Mackey, J., & Sisodia, R. (2014). Conscious capitalism: Liberating the heroic spirit of business. Harvard Business Review Press.

  • Marketing Science Institute. (2022). 2022–2024 research priorities. https://tinyurl.com/vc22jnj3. Accessed 12/1/2022.

  • Martin, K. D., Johnson, J. L., & French, J. J. (2011). Institutional pressures and marketing ethics initiatives: The focal role of organizational identity. Journal of the Academy of Marketing Science, 39(4), 574–591.

    Article  Google Scholar 

  • Maurer, M. (2023, June 13). Companies quiet diversity and sustainability talk amid culture war boycotts. Wall Street Journal, https://www.wsj.com/articles/executives-quiet-their-sustainability-talk-on-earnings-calls-amid-growing-culture-war-3a358c1f

  • Mazzucato, Mariana. (2021). Mission economy: A moonshot guide to changing capitalism. Penguin UK.

  • McAlister, L., Germann, F., Chisam, N., Hayes, P., Lynch, A., & Stewart, B. (2023). A taxonomy of marketing organizations. Journal of the Academy of Marketing Science, 51(3), 617–635.

    Article  Google Scholar 

  • Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman, H. J., Jr. (1978). Organizational strategy, structure, and process. Academy of Management Review, 3(3), 546–562.

    Article  Google Scholar 

  • Morgan, N. A., Whitler, K. A., Feng, H., & Chari, S. (2019). Research in marketing strategy. Journal of the Academy of Marketing Science, 47, 4–29.

    Article  Google Scholar 

  • Moorman, C., & Day, G. S. (2016). Organizing for marketing excellence. Journal of Marketing, 80(6), 6–35.

    Article  Google Scholar 

  • Morrison, A. D., & Mota, R. (2023). A theory of organizational purpose. Academy of Management Review, 48(2), 203–219.

    Article  Google Scholar 

  • Muylle, S., & Dawar, N. (2015). Rebranding DSM: Creating sustainable shared value. Harvard Business Review Business Case.

  • Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54(4), 20–35.

  • Nunes, J. C., Ordanini, A., & Giambastiani, G. (2021). The concept of authenticity: What it means to consumers. Journal of Marketing, 85(4), 1–20.

    Article  Google Scholar 

  • Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16(1), 145–179.

    Article  Google Scholar 

  • Peñaloza, L., & Mish, J. (2011). The nature and processes of market co-creation in triple bottom line firms: Leveraging insights from consumer culture theory and service dominant logic. Marketing Theory, 11(1), 9–34.

    Article  Google Scholar 

  • Pirson, M. A., & Lawrence, P. R. (2010). Humanism in business—Towards a paradigm shift? Journal of Business Ethics, 93(4), 553–565.

    Article  Google Scholar 

  • Press, M., & Arnould, E. J. (2011). How does organizational identification form? A consumer behavior perspective. Journal of Consumer Research, 38(4), 650–666.

    Article  Google Scholar 

  • Press, M., Arnould, E. J., Murray, J. B., & Strand, K. (2014). Ideological challenges to changing strategic orientation in commodity agriculture. Journal of Marketing, 78(6), 103–119.

    Article  Google Scholar 

  • Ramani, G., & Kumar, V. (2008). Interaction orientation and firm performance. Journal of Marketing, 72(1), 27–45.

    Article  Google Scholar 

  • Rust, R. T., & Cooil, B. (1994). Reliability measures for qualitative data: Theory and implications. Journal of Marketing Research, 31(1), 1–14.

    Article  Google Scholar 

  • Scott, W. R. (1981). Developments in organization theory, 1960–1980. American Behavioral Scientist, 24(3), 407–422.

    Article  Google Scholar 

  • Serafeim, G. (2021). ESG: Hyperboles and reality. Harvard Business School, Paper Series 22–031.

  • Shapiro, S. J. (2021). Book review: Milton friedman fifty years later. Journal of Macromarketing, 41(3), 511–512.

    Article  Google Scholar 

  • Sheth, J. N. (2011). Impact of emerging markets on marketing: Rethinking existing perspectives and practices. Journal of Marketing, 75(4), 166–182.

    Article  Google Scholar 

  • Sluss, D. M., & Ashforth, B. E. (2007). Relational identity and identification: Defining ourselves through work relationships. Academy of Management Review, 32(1), 9–32.

    Article  Google Scholar 

  • Smith, N. C. (2009). Bounded goodness: Marketing implications of Drucker on corporate responsibility. Journal of the Academy of Marketing Science, 37(1), 73–84.

    Article  Google Scholar 

  • Spence, M. (1973). Job market signaling. Quarterly Journal of Economics, 87(3), 355–374.

    Article  Google Scholar 

  • Strauss, A., & Corbin, J. (1998). Basics of qualitative research techniques: Techniques and procedures for developing grounded theory. SAGE.

  • Suh, T., Houston, M. B., Barney, S. M., & Kwon, I. W. G. (2011). The impact of mission fulfillment on the internal audience: Psychological job outcomes in a services setting. Journal of Service Research, 14(1), 76–92.

    Article  Google Scholar 

  • Swaminathan, V., Sorescu, A., Steenkamp, J.-B.E.M., O’Guinn, T. C. G., & Schmitt, B. (2020). Branding in a hyperconnected world: Refocusing theories and rethinking boundaries. Journal of Marketing, 84(2), 24–46.

    Article  Google Scholar 

  • Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal., 18(7), 509–533.

    Article  Google Scholar 

  • Thompson, C. J., & Kumar, A. (2022). Analyzing the cultural contradictions of authenticity: Theoretical and managerial insights from the market logic of conscious capitalism. Journal of Marketing, 86(5), 21–41.

    Article  Google Scholar 

  • Thompson, C. J., Locander, W. B., & Pollio, H. R. (1990). Lived meaning of free choice: An existential-phenomenological description of everyday consumer experiences of contemporary married women. Journal of Consumer Research, 17(3), 346–361.

    Article  Google Scholar 

  • Truong, Y., Mazloomi, H., & Berrone, P. (2021). Understanding the impact of symbolic and substantive environmental actions on organizational reputation. Industrial Marketing Management, 92, 307–320.

    Article  Google Scholar 

  • Van Heerde, Harald J., Christine Moorman, C. Page Moreau, and Robert W. Palmatier. (2021). Reality check: Infusing ecological value into academic marketing research. Journal of Marketing, 85(2), 1–13.

  • Vargo, S. L., & Lusch, R. F. (2016). Institutions and axioms: An extension and update of service-dominant logic. Journal of the Academy of Marketing Science, 44(4), 5–23.

    Article  Google Scholar 

  • Verhoef, P. C., & Leeflang, P. S. H. (2009). Understanding the marketing department’s influence within the firm. Journal of Marketing, 73(2), 14–37.

    Article  Google Scholar 

  • Wallman, J. P. (2009). An examination of Peter Drucker’s work from an institutional perspective: How institutional innovation creates value leadership. Journal of the Academy of Marketing Science, 37(1), 61–72.

    Article  Google Scholar 

  • Williams, P., Escalas, J. E., & Morningstar, A. (2022). Conceptualizing brand purpose and considering its implications for consumer eudaimonic well-being. Journal of Consumer Psychology, 32(4), 699–723.

    Article  Google Scholar 

  • Wolcott, H.F. (1999). Ethnography: A way of seeing. AltaMira Press.

  • Wooldridge, A. (2022). Larry Fink is wrong. Business doesn’t need a social purpose revolution. Bloomberg. https://www.bloomberg.com/opinion/articles/2022-01-18/larry-fink-is-wrong-business-doesn-t-need-a-social-purpose?leadSource=uverify%20wall. Accessed 12/1/2022.

  • Zaltman, G. (1997). Rethinking market research: Putting people back in. Journal of Marketing Research, 34(4), 424–437.

    Article  Google Scholar 

  • Zeithaml, V. A., Jaworski, B. J., Kohli, A. K., Tuli, K. R., Ulaga, W., & Zaltman, G. (2020). A theories-in-use approach to building marketing theory. Journal of Marketing, 84(1), 32–51.

    Article  Google Scholar 

  • Zhang, J., & Watson, G. F., IV. (2020). Marketing ecosystem: An outside-in view for sustainable advantage. Industrial Marketing Management, 88, 287–304.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. College of Business, Colorado State University, Fort Collins, CO, 80521, USA

    Christopher P. Blocker, Joseph P. Cannon & Jonathan Z. Zhang

Authors
  1. Christopher P. Blocker
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Joseph P. Cannon
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Jonathan Z. Zhang
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Christopher P. Blocker.

Ethics declarations

Conflict of interest

The authors have no conflict of interest to declare that are relevant to this article.

Additional information

Publisher's Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

The authors thank the leaders and participants of the JAMS Thought Leadership Forum: Reimagining Marketing Strategy: Driving the Debate on Grand Challenges, hosted at King’s College London in June 2022 for their insightful comments on this research. The authors also appreciate the assistance of two Colorado State University Impact MBA graduates, Aidan Lawton and Lara Bissio, as well as the support of the Colorado State University College of Business and its mission of ‘Business for a Better World.’.

Kirk Plangger served as Guest Editor on this article.

Supplementary Information

Below is the link to the electronic supplementary material.

Supplementary file1 (PDF 554 KB)

Rights and permissions

Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law.

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Blocker, C.P., Cannon, J.P. & Zhang, J.Z. Purpose orientation: An emerging theory transforming business for a better world. J. of the Acad. Mark. Sci. (2024). https://doi.org/10.1007/s11747-023-00989-5

Download citation

  • Received:

  • Accepted:

  • Published:

  • DOI: https://doi.org/10.1007/s11747-023-00989-5

Keywords

Search

Navigation