• 25 years of Psychology & Marketing: a multidimensional review

      Shabbir, H.A.; Reast, Jon; Palihawadana, D. (2009)
      The first issue of Psychology & Marketing was published in 1984. The journal was conceived as a forum for academics and practitioners in psychology, marketing, and related fields to engage in an exchange of scholarly information. The raison d'être of the journal was to bring psychologically sophisticated information and methodologies to bear on all aspects of marketing theory and practice. This review analyzes the performance of Psychology & Marketing from several perspectives, and includes data comparing its performance to the performance of other journals. Looking back over the last 25 years of its history, it seems fair to conclude that Psychology & Marketing has clearly delivered on its tacit promise of effectively building the knowledge base of marketing through psychology-based insights. Looking forward, it seems reasonable to anticipate that the journal's well-established track record in terms of diversity in the content, research design, and methodologies of its published articles will continue to stand as a welcome and refreshing distinction from other journals covering comparable domains of study
    • Deconstructing Subtle Racist Imagery in Television Ads

      Shabbir, H.A.; Hyman, M.R.; Reast, Jon; Palihawadana, D. (2014)
      Although ads with subtle racist imagery can reinforce negative stereotypes, advertisers can eliminate this problem. After a brief overview of predominantly U.S.-based research on the racial mix of models/actors in ads, a theoretical framework for unmasking subtle racial bias is provided and dimensional qualitative research (DQR) is introduced as a method for identifying and rectifying such ad imagery. Results of a DQR-based study of 622 U.K. television ads with at least one Black actor indicate (1) subtle racially biased imagery now supersedes overt forms, and (2) the most popular ad appeals often mask negative stereotypes. Implications for public policy and advertisers, as well as recommendations for future research, are discussed.
    • Legitimacy-seeking organizational strategies in controversial industries: a case study analysis and a bidimensional model

      Reast, Jon; Maon, F.; Lindgreen, A.; Vanhamme, J. (2012)
      Controversial industry sectors, such as alcohol, gambling, and tobacco, though long-established, suffer organizational legitimacy problems. The authors consider various strategies used to seek organizational legitimacy in the U.K. casino gambling market. The findings are based on a detailed, multistakeholder case study pertaining to a failed bid for a regional supercasino. They suggest four generic strategies for seeking organizational legitimacy in this highly complex context: construing, earning, bargaining, and capturing, as well as pathways that combine these strategies. The case analysis and proposed bidimensional model of generic legitimacy-seeking strategies contribute to limited literature on organizational legitimacy in controversial industry sectors. In addition, beyond organizations active in controversial contexts, this study and its implications are useful for individuals and organizations supporting or opposing the organizational legitimacy of organizations in controversial industries.
    • The Manchester Super Casino: experience and learning in a cross-sector social partnership

      Reast, Jon; Lindgreen, A.; Vanhamme, J.; Maon, F. (2011)
      The management of cross-sector social partnerships (CSSPs) among government, business, and not-for-profit entities can be complex and difficult. This article considers the importance of organizational experience and learning for the successful development of CSSPs. By analyzing the Manchester Super Casino, this research emphasizes the significant benefits of prior experience with CSSPs that enable partners to learn and develop relationships, skills, and capabilities over time, which then have positive influences on future performance. The result is a refined learning model of the CSSP process that includes key variables for CSSP success. As such, these findings provide a template for managing complex CSSPs from the perspective of the different partner organizations.
    • To Do Well by Doing Good: Improving Corporate Image Through Cause-Related Marketing

      Vanhamme, J.; Lindgreen, A.; Reast, Jon; Popering, N. (2011)