This article analyses the processes of market-driven change in two professional service sectors, Research and Development (R&D) and the National Health Service. Building on these sectors’common experiences, the article proposes a general model of market-driven change in professional services,...

This article reports on recent experience of marketing in NHS hospitals. It is argued that the effective implementation of marketing depends on the development of a marketing process, a marketing function and a marketing philosophy. Effective marketing is hampered by poor communication,...

The articles presented in this special issue of EJM have been selected from those which were presented at the "Rethinking Marketing" symposium which was held at Warwick Business School in July 1993. This symposium set out to provide a participative forum for discussing new ways of thinking about...

This article examines the influence of Anthony Giddens on recent work in management studies, especially the contribution of his structurationist pers- pective to understanding managerial agency. A citation analysis and discussion of prominent exponents such as Ranson et al. (1980), Andrew...

Argues that the widespread weakness of marketing implementation stems from the marketing discipline's neglect of ideology in the organizational change process. By contrast with accountancy, marketing has failed to appreciate and develop its own “professional ideology”. Two short case studies...

Examines how R&D can learn to market itself. Draws on four intensive case studies of in-house and independent laboratories to argue that developing this capability requires pervasive organizational change, which goes beyond the introduction of marketing specialists and the creation of marketing...

This article reports a comparative study of six in-house and eight independent industrial R&D organisations. These organisations are analysed in terms of three types of control strategy - market control, hierarchical control and professional control. The paper suggests that the professional...

This article examines the refusal of two UK manufacturers to adapt their strategic ‘repertoires’ to the recessionary and structural changes of the 1980s. From being industry leaders in 1980, both companies were relegated to overseas control by the end of the decade. Developing both...