SME marketing management competencies

Audrey Gilmore, David Carson

    Research output: Contribution to journalArticlepeer-review

    105 Citations (Scopus)

    Abstract

    The nature and scope of marketing and managerial competencies in the context of growthSMEs (small and medium sized enterprises) are discussed. This is illustrated using a conceptualframework of how SME owner-managers develop experiential learning built upon existingknowledge, experience, communication and judgement and through experiential learning intheir own SME work environment. The key issues are relevant to all SMEs in developedeconomies. The emphasis of the empirical study is on understanding and applying the conceptualframework, hence a qualitative methodology has been employed for gathering and interpretingfindings from a study of 60 SME owner-managers. Ó 2000 Elsevier Science Ltd. Allrights reserved.
    Original languageEnglish
    Pages (from-to)363-382
    JournalInternational Business Review
    Volume9
    Issue number3
    DOIs
    Publication statusPublished - Jun 2000

    Bibliographical note

    Reference text: Albanese, R. (1989). Competency-based management education. Journal of Management Development,
    8 (2), 66–70.
    Argyris, C. (1974). Theory in Practice: Increasing Professional Effectiveness. San Francisco: Jossey-Bass.
    Argyris, C. (1982). Reasoning, Learning and Action. San Francisco: Jossey-Bass.
    Argyris, C., & Schon, D. (1978). Organisational Learning: A Theory of Action Perspective. Reading,
    MA: Addison-Wesley.
    Barkham, R., Gudgin, G., Hart, M., & Hanvey, E. (1996). The Determinants of Small Firm Growth: An
    Inter-Regional Study in the United Kingdom 1986–90. London: Kingsley.
    Boam, R., & Sparrow, P. (1992). Designing and achieving competency. London: McGraw-Hill.
    Boyatzis, R. E. (1982). The competent manager. A model for effective performance. New York: John
    Wiley and Sons.
    Buchanon, D., & Boddy, D. (1992). The expertise of the change agent. Public performance and backstage
    activity. New York: Prentice Hall.
    Carson, D. (1990). Some exploratory models for assessing small firms’ marketing performance (a qualitative
    approach). European Journal of Marketing, 24 (11), 1–51.
    Carson, D., & Grant, K. (1997). SME marketing competencies: a definition and some empirical evidence.
    Paper presented at the Marketing and Entrepreneurship Symposium, Chicago, August.
    Carson, D., & Hill, J. (1992). Marketing education for entrepreneurs. Proceedings Of The International
    Council For Small Business 37th World Conference, Toronto, June, pp. 607–631.
    Colloff, S., & Goodge, P. (1990). The open track to elite status. Personnel Management, 22 (11), 50–53.
    Cunningham, A. C. (1999). Confessions of a reflective practitioner: meeting the challenges of marketing’s
    destruction. European Journal of Marketing, 33 (7–8), 685–697.
    Dewey, J. (1938). Experience and education. Kappa Delta Pi Lecture Series later published by Collier
    Books, New York (1963).
    Fayol, H. (1949). General and industrial management. London: Pitman.
    Foy, N. (1977). Action Learning comes to Industry. Harvard Business Review September/October, pp.
    158–168.
    Gilmore, A. (1998). Services marketing management competencies: a ferry company example. International
    Journal of Service Industry Management, 9 (1), 74–92.
    Gilmore, A., & Carson, D. (1996). Management competencies for services marketing. Journal of Services
    Marketing, 10 (3), 39–57.
    Greatrix, J., & Philips, P. (1989). Oiling the wheels of competence. Personnel Management, 21 (8), 36–39.
    Katz, R. L. (1974). reprinted from 1955 Skills of an effective administrator. Harvard Business Review,
    24 (5), 90–102.
    Klemp, G.O. Jr. (1980). The assessment of occupational competence. Report to the National Institute of
    Education, Washington, D.C. cited in Boyatzis, R.E. (1982). The competent manager. a model for
    effective performance. New York: John Wiley and Sons.
    Knowles, M. S. (1970). The Modern Practice of Adult Education: Andragogy vs Pedagogy. New York:
    Association Press.
    Kolb, D. A. (1984). Experiential learning. Experience as the source of learning and development. Englewood
    Cliffs: Prentice Hall.
    Koontz, H., O’Donnell, C., & Weinrich, H. (1984). Management. New York: McGraw-Hill.
    Leavitt, H. J. (1989). Educating our MBAs: On teaching what we haven’t taught! California Management
    Review, 31 (3), 38–50.
    Lewin, K. (1951). Field theory in social sciences. New York: Harper and Row.
    Livingston, J. S. (1971). Myth of the well educated manager. Harvard Business Review January/February,
    pp. 79–89.
    Margerison, C. J. (1988). Action Learning and excellence in management development. Journal of Management
    Development, 7, 3–53.
    McGill, I., & Beaty, L. (1992). Action Learning: A Practitioner’s Guide. London: Kogan Page.
    Middleton, B., & Long, G. (1990). Marketing skills: critical issues in marketing education and training.
    Journal of Marketing Management, 5 (3), 325–342.
    D. Carson, A. Gilmore / International Business Review 9 (2000) 363–382 381
    Mintzberg, H. (1970). Structured observation as a method to study managerial work. The Journal of
    Management Studies, February, 87–104.
    Mintzberg, H. (1973). The nature of managerial work. New York: Harper and Row.
    Mintzberg, H. (1979). An emerging strategy of ‘direct’ research. Administrative Science Quarterly, 24,
    582–589.
    Mintzberg, H. (1983). Structure in fives: designing effective organisations. Englewood Cliffs: Prentice
    Hall.
    Pedler, M. (1983). Action Learning in Practice. Aldershot, England: Gower.
    Pedler, M., Burgoyne, J., & Boydell, T. (1986). A Manager’s Guide to Self Development. (2nd ed.).
    London: McGraw-Hill.
    Pedler, M., Burgoyne, J., & Boydell, T. (1991). The Learning Company: A Strategy for Sustainable
    Development. Maidenhead: McGraw-Hill.
    Piaget, J. (1970). Genetic epistemology. New York: Columbia University Press.
    Pavett, C. M., & Lau, A. W. (1983). Managerial work: the influence of hierarchical level and functional
    specialty. Academy of Management Journal, 26 (1), 170–177.
    Peters, T., & Quinn, R. (1988). Beyond rational management: mastering the paradoxes and competing
    demands of high performance. New York: Jossey Bass.
    Raelin, J.A. (1995) Reformulating Management Education: Professional education, action learning and
    beyond, Selections, Autumn, GMAC.
    Revans, R. (1966). The Theory of Practice in Management. London: McDonald.
    Revans, R. (1971). Developing Effective Managers. London: Longman .
    Revans, R. (1976). Action Learning—a managerial development programme. Personnel Review, 1, 36–44.
    Revans, R. (1980). Action Learning. London: Blond & Briggs.
    Revans, R. (1982). The Origins of Action Learning. London: Chartwell Bratt.
    Revans, R. (1983). ABC of Action Learning. London: Chartwell Bratt.
    Scase, R., & Goffee, R. (1980). The real world of the business owner. London: Croom Helm.
    Schein, E. H. (1987). The clinical perspective in fieldwork. Newbury Park: Sage.
    Schon, D. (1983). The Reflective Practitioner. New York: Basic Books.
    Schon, D. (1987). Educating the Reflective Practitioner: Towards a New Design for Teaching and Learning
    in tthe Professions. San Francisco: Jossey-Bass.
    Schon, D. (1991). The Reflective Turn. New York: Teacher College Press.
    Smith, S. D., Pell, C., Jones, P., Sloman, M., & Blacknell, A. (1989). Management challenge for the
    1990s: the current education, training and development debate. Sheffield: Sheffield Training Agency.
    Snell, R. S. (1992). Experiential learning at work: why can’t it be painless? Personnel Review, 21 (4),
    12–26.
    Tichy, N., & Charan, R. (1991). Speed, simplicity and self-confidence: an interview with Jack Welsh. In
    Managers as leaders. Boston: Harvard Business Review Classic.
    Wills, G. (1981). Continuing Studies for Managers. Bradford: MCB.
    Wills, G. (1993). Your Enterprise School of Management. Bradford: MCB.
    Whetton, D. A., & Cameron, K. S. (1984). Developing management skills. Glenview, IL: Scott, Foresman
    and Company.
    Wrapp, H. E. (1967). Good managers don’t make policy decisions. Harvard Business Review, 45 (5),
    26–31.
    Yau, W. S. L., & Sculli, D. (1990). Managerial traits and skills. Journal of Management Development,
    9 (6), 32–40.
    Zuber-Skerritt, O. (1992). Professional Development in Higher Educations: A Theoretical Framework for
    Action Research. London: Kogan Page.
    Dr David

    Fingerprint

    Dive into the research topics of 'SME marketing management competencies'. Together they form a unique fingerprint.

    Cite this