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Journal articles on the topic 'Stakeholder marketing'

Author: Grafiati

Published: 28 May 2022

Last updated: 31 July 2025

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1

Murphy, Brian, Paul Maguiness, Chris Pescott, Soren Wislang, Jingwu Ma, and Rongmei Wang. "Stakeholder perceptions presage holistic stakeholder relationship marketing performance." European Journal of Marketing 39, no. 9/10 (2005): 1049–59. http://dx.doi.org/10.1108/03090560510610716.

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PurposeTo measure marketing performance in a holistic sense.Design/methodology/approachTo augment the prevailing customer relationship marketing paradigm, a holistic stakeholder relationship marketing paradigm is proposed in which holistic marketing performance is reflected in the delivery of long‐term economic, social, and environmental value to customer, employee, supplier, community, and shareholder stakeholders of a business in order to enhance sustainable financial performance. Present stakeholder attitudes are measured in a stakeholder performance appraisal within a stakeholder relations

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2

Chakravorti, Bhaskar. "Stakeholder Marketing 2.0." Journal of Public Policy & Marketing 29, no. 1 (2010): 97–102. http://dx.doi.org/10.1509/jppm.29.1.97.

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Merrilees, Bill, Don Getz, and Danny O'Brien. "Marketing stakeholder analysis." European Journal of Marketing 39, no. 9/10 (2005): 1060–77. http://dx.doi.org/10.1108/03090560510610725.

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McHugh, Patricia, Christine Domegan, and Sinead Duane. "Protocols for Stakeholder Participation in Social Marketing Systems." Social Marketing Quarterly 24, no. 3 (2018): 164–93. http://dx.doi.org/10.1177/1524500418761626.

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Stakeholder participation is the systematic mapping of potentially influential actors who can affect or be affected by intervention(s). Literature to date acknowledges the presence and interrelatedness of multiple stakeholders but is extremely limited in its approach on how to systematically identify and encourage stakeholder participation in social marketing systems. To address this limitation, this article responds to Buyucek et al.’s call for “stakeholders to be systematically identified and managed throughout the intervention design, planning and implementation.” This research proposes sta

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Kumar, V., Linda D. Hollebeek, Amalesh Sharma, Bharath Rajan, and Rajendra K Srivastava. "Responsible stakeholder engagement marketing." Journal of Business Research 189 (February 2025): 115143. https://doi.org/10.1016/j.jbusres.2024.115143.

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Kumar, Vinod, Zillur Rahman, and A. A. Kazmi. "Stakeholder identification and classification: a sustainability marketing perspective." Management Research Review 39, no. 1 (2016): 35–61. http://dx.doi.org/10.1108/mrr-09-2013-0224.

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Purpose – This paper aims to review the literature on stakeholder identification and classification related to sustainability marketing from 1998 to 2012 and provides a generalized approach to stakeholder identification and classification in the field of sustainability marketing. Design/methodology/approach – Beginning with brief introductions of the key concepts, the research discusses landmark studies on the subject in detail. The review process then begins by identifying and selecting relevant research papers from various online databases. Finally, 60 research papers are found suitable for

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Gundlach, Gregory T., and William L. Wilkie. "Stakeholder Marketing: Why “Stakeholder” Was Omitted from the American Marketing Association's Official 2007 Definition of Marketing and why the Future is Bright for Stakeholder Marketing." Journal of Public Policy & Marketing 29, no. 1 (2010): 89–92. http://dx.doi.org/10.1509/jppm.29.1.89.

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Wilhelmus, Kii Yape. "The Application Of Model 7Ps Marketing Mix At STKIP Weetebula." Jurnal Edukasi Sumba (JES) 3, no. 2 (2019): 68–77. http://dx.doi.org/10.53395/jes.v3i2.49.

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This paper describes the marketing planning of STKIP Weetebula to increase the number of STKIP Weetebula students according to the Medium and Long Term Development Strategy of STKIP Weetebula.The first part of this paper explains about marketing, marketing model management, stakeholder analysis and continues with explanations about STKIP Weetebula.In the second part, the key stakeholders are defined using the stakeholder matrix. Once key stakeholders are determined, the next step is to make marketing planning for key stakeholders. There are several marketing planning models that can be used by

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Kline, Teri A., and Greg Carlson. "Stakeholder Perspectives:." Journal of Nonprofit & Public Sector Marketing 1, no. 2-3 (1993): 57–67. http://dx.doi.org/10.1300/j054v01n02_06.

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Mahajan, Ritika, Weng Marc Lim, Monica Sareen, Satish Kumar, and Rajat Panwar. "Stakeholder theory." Journal of Business Research 166 (November 2023): 114104. http://dx.doi.org/10.1016/j.jbusres.2023.114104.

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Hughes, Andrew, and Stephen Dann. "Political marketing and stakeholder engagement." Marketing Theory 9, no. 2 (2009): 243–56. http://dx.doi.org/10.1177/1470593109103070.

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12

Domegan, Christine, Patricia McHugh, Tina Flaherty, and Sinead Duane. "A Dynamic Stakeholders’ Framework in a Marketing Systems Setting." Journal of Macromarketing 39, no. 2 (2019): 136–50. http://dx.doi.org/10.1177/0276146719835287.

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A marketing systems approach to stakeholders has never been more important in an increasingly interconnected world. Recognising the inherent limitations of a firm-centric stakeholder stance, this paper proposes a dynamic stakeholders framework to examine the interacting nature of interrelated and interdependent stakeholder effects from a societal perspective. It presents a systemic stakeholders framework that incorporates several defining features and core propositions based on Layton’s MAS mechanisms and Coleman’s Boat. The contribution of a dynamic stakeholders’ marketing system framework is

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Evers, Natasha, Svante Andersson, and Martin Hannibal. "Stakeholders and Marketing Capabilities in International New Ventures: Evidence from Ireland, Sweden, and Denmark." Journal of International Marketing 20, no. 4 (2012): 46–71. http://dx.doi.org/10.1509/jim.12.0077.

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Few studies have examined the dynamic capabilities perspective in the context of international new ventures (INVs) and, in particular, toward their marketing activities. Using a cross-country case approach, this article explores the role of stakeholders in the marketing capability–building processes of INVs in Ireland, Sweden, and Denmark. The study reveals that different stakeholders play a critical role in influencing how INVs build their marketing capabilities to respond effectively to the dynamic nature of international markets in which they operate. The results show that different stakeho

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Finney, Sherry. "Stakeholder perspective on internal marketing communication." Business Process Management Journal 17, no. 2 (2011): 311–31. http://dx.doi.org/10.1108/14637151111122365.

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15

Malhotra, Naresh K., and James Agarwal. "A Stakeholder Perspective on Relationship Marketing." Journal of Relationship Marketing 1, no. 2 (2002): 3–37. http://dx.doi.org/10.1300/j366v01n02_02.

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Tinonetsana, Faith, and Priscilla Musariwa. "Integration of sustainability marketing into business strategies: Challenges during adoption." International Journal of Research in Business and Social Science (2147- 4478) 13, no. 2 (2024): 23–30. http://dx.doi.org/10.20525/ijrbs.v13i2.3011.

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The objective of this study was to investigate the challenges encountered by organisations when integrating sustainable marketing into their strategic strategies. The research adopted a qualitative research design. Participants were selected from a representative sample of Zimbabwean organisations from various industries that have incorporated sustainable practices into their marketing strategy. Purposive sampling was used to select businesses encompassing various industries, sizes, and degrees of sustainability integration. This study, grounded in stakeholder theory, unveils challenges in imp

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Casidy, Riza, Jessica Helmi, and Kerrie Bridson. "Drivers and inhibitors of national stakeholder engagement with place brand identity." European Journal of Marketing 53, no. 7 (2019): 1445–65. http://dx.doi.org/10.1108/ejm-04-2017-0275.

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Purpose This paper aims to explore the factors that drive and inhibit national stakeholder organisations’ engagement with an established an umbrella place brand identity (PBI) in the context of country branding, during the PBI implementation stage. Design/methodology/approach This study adopted a case study approach to examine Australia’s current country brand identity initiative: Australia Unlimited, as an example of PBI. Data were collected through in-depth interviews with senior executives (n = 39) representing 30 Australian national organisation stakeholders across a range of sectors (i.e.

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Benn, Shaun, Russell Abratt, and Nicola Kleyn. "Reducing reputational risk." Marketing Intelligence & Planning 34, no. 6 (2016): 828–42. http://dx.doi.org/10.1108/mip-10-2015-0191.

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Purpose The purpose of this paper is to establish how executive managers in a South African organisation prioritise and manage reputational risks arising from stakeholder claims. The authors establish how corporate reputation and reputational risk fits into their decision making when considering stakeholder claims. Design/methodology/approach The authors conducted in-depth interviews with the top management of a South African paint manufacture. They identified eight stakeholder claims and discussed how they assessed and addressed each one. Findings Respondents identified highly, moderate, and

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Balmer, John M. T. "The corporate identity, total corporate communications, stakeholders’ attributed identities, identifications and behaviours continuum." European Journal of Marketing 51, no. 9/10 (2017): 1472–502. http://dx.doi.org/10.1108/ejm-07-2017-0448.

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Purpose This paper aims to introduce a new integrated strategic framework entitled, “The corporate identity, total corporate communications, stakeholders’ attributed identities, identifications and behaviours continuum” and elucidates the central and strategic importance of corporate identity apropos corporate communications, corporate image, attributed stakeholder identifications and resultant behaviours. The strategic importance of corporate identity is noted. The continuum incorporates a variety of disciplinary/theoretical perspectives. Design/methodology/approach The paper/framework is inf

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Frengki, Frengki, Abdullah Abdullah, and Kms Badarudin. "Peran Stakeholder pada Bauran Pemasaran Jasa Pendidikan." Studia Manageria 4, no. 2 (2022): 165–72. http://dx.doi.org/10.19109/studiamanageria.v4i2.7735.

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This research is motivated by the need for schools based on religious education / Integrated Islamic schools that are more modern. as well as the proliferation of Integrated Islamic schools make the competition for marketing of educational services more varied in order to attract the interest of the community. The type of research used by the author is qualitative research that is descriptive by using interview, observation and documentation techniques in conducting data analysis, strengthened by data validity test using triangulation technique. The results of this research show that (1) the r

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Benn, S., R. Abratt, and B. O’Leary. "Defining and identifying stakeholders: Views from management and stakeholders." South African Journal of Business Management 47, no. 2 (2016): 1–11. http://dx.doi.org/10.4102/sajbm.v47i2.55.

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The focus of an organisation’s marketing efforts has shifted in recent years from satisfying customer needs to value creation for stakeholders. The purpose of this research is to establish how the senior management of an organisation define and identify stakeholders. The organisation’s stakeholders are then asked to identify their role as stakeholders. The research employed a qualitative research design. The subjects being the senior management of the South African subsidiary of one of the world’s largest paint manufacturers as well as a sample of the firm’s stakeholders. The results reveal a

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22

Hodgkins, Samuel, Sharyn Rundle-Thiele, Kathy Knox, and Jeawon Kim. "Utilising stakeholder theory for social marketing process evaluation in a food waste context." Journal of Social Marketing 9, no. 3 (2019): 270–87. http://dx.doi.org/10.1108/jsocm-12-2017-0088.

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Purpose Calls for theoretically informed interventions and a more reflexive stance are apparent in social marketing. Moving from a “prove” to “improve” mentality requires evaluations that learn from experience gained to identify improvements to inform future programme success. This paper considers the value of inclusion of stakeholders in process evaluation. Design/methodology/approach Two participant groups (n = 90, n = 182) and one key stakeholder group (n = 22) were surveyed in person, over the phone and online. Open-ended qualitative responses were analysed for recurring themes. Findings K

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23

Jane Wilson, Elizabeth, Anders Bengtsson, and Catharine Curran. "Brand meaning gaps and dynamics: theory, research, and practice." Qualitative Market Research: An International Journal 17, no. 2 (2014): 128–50. http://dx.doi.org/10.1108/qmr-12-2013-0094.

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Purpose – The purpose of this paper is twofold. First, propositions in an existing conceptual framework are empirically explored to note whether and how brand meaning gaps exist for internal and external stakeholders of a focal brand. Second, a typology of brand meaning gaps, characterised by meaning assonance and valence, offers new insight for brand management strategy. Design/methodology/approach – The authors use case study methods to explore the research propositions about brand meaning gaps among stakeholder groups. The focal firm is The Black Dog Company of Martha's Vineyard, Massachuse

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24

Robson, Julie, and Jillian Dawes Farquhar. "Recovering the corporate brand: lessons from an industry crisis." European Journal of Marketing 55, no. 7 (2021): 1954–78. http://dx.doi.org/10.1108/ejm-09-2019-0698.

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Purpose Building on crisis management studies, this study aims to advance research on brand recovery from the existing focus on product brand/customer dyad into stakeholder marketing and corporate branding. Design/methodology/approach This study uses a single case of industry-dominant corporate brand in an enriched context through in-depth analysis of industry informant and secondary data. Findings The paper uncovers detail of corporate brand and stakeholder interactions directed towards recovering corporate brand and restoring trust in the industry. Research limitations/implications This stud

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25

Ozdemir, Sena, Juan Carlos Fernandez de Arroyabe, Vania Sena, and Suraksha Gupta. "Stakeholder diversity and collaborative innovation: Integrating the resource-based view with stakeholder theory." Journal of Business Research 164 (September 2023): 113955. http://dx.doi.org/10.1016/j.jbusres.2023.113955.

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26

Gulsara, Ostonakulova, and Odilova Sitora Sayfitdin Qizi. "Intelligent control systems in eco-marketing for green construction." BIO Web of Conferences 175 (2025): 06008. https://doi.org/10.1051/bioconf/202517506008.

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This study explores how the presence of smart control systems manifests itself in stakeholders’ perceptions of their role and impact in the context of eco-marketing for green construction. The rise of digital automation and intelligent control technologies has enabled new forms of sustainable building management, but the nature of these technological advancements, particularly the decision-making processes in shaping eco-marketing strategies, is not well understood. This research aims to examine the task of integrating smart control systems into green construction marketing based on data deriv

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27

von der Heidt, Tania, and Don Scott. "More similar than different: A study of cooperative product innovation with multiple external stakeholders." Journal of Management & Organization 17, no. 1 (2011): 95–122. http://dx.doi.org/10.1017/s1833367200001735.

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AbstractThis paper uses a strategy—structure—performance-based model of marketing channel relationship structure to conduct an empirical examination of the involvement of four external stakeholder groups in manufacturing firms' product innovation. The results show that firms' stakeholder orientation (strategy), involvement of stakeholders in product innovation (structure) and quality of stakeholder relationships (performance) are intrinsically linked. Also, the way in which multiple stakeholder groups were involved in manufacturing firms' product innovation was more similar than different.

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von der Heidt, Tania, and Don Scott. "More similar than different: A study of cooperative product innovation with multiple external stakeholders." Journal of Management & Organization 17, no. 1 (2011): 95–122. http://dx.doi.org/10.5172/jmo.2011.17.1.95.

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AbstractThis paper uses a strategy—structure—performance-based model of marketing channel relationship structure to conduct an empirical examination of the involvement of four external stakeholder groups in manufacturing firms' product innovation. The results show that firms' stakeholder orientation (strategy), involvement of stakeholders in product innovation (structure) and quality of stakeholder relationships (performance) are intrinsically linked. Also, the way in which multiple stakeholder groups were involved in manufacturing firms' product innovation was more similar than different.

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Line, Nathaniel D., and Youcheng Wang. "Market-Oriented Destination Marketing." Journal of Travel Research 56, no. 1 (2016): 122–35. http://dx.doi.org/10.1177/0047287515622288.

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As competition among destinations has intensified, researchers have increasingly advocated for a market-oriented approach to destination marketing. Unfortunately, the unique stakeholder structure of the destination marketing environment precludes a direct application of the traditional market orientation paradigm to this domain. Accordingly, the purpose of this research is to empirically develop an operational definition of the market orientation construct that can be applied to destination marketing organizations. Based on the tenets of stakeholder theory, this research proposes a multiple-st

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Riviezzo, Angelo, Antonella Garofano, and Maria Rosaria Napolitano. "A STAKEHOLDER APPROACH TO HERITAGE MARKETING STRATEGY." Global Fashion Management Conference 2018 (July 30, 2018): 1348. http://dx.doi.org/10.15444/gmc2018.11.05.01.

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31

Popova, Nadezhda. "Stakeholder marketing: theoretical aspects and introduction problems." Socio-Economic Research Bulletin, no. 1(60) (March 22, 2016): 169–78. http://dx.doi.org/10.33987/vsed.1(60).2016.169-178.

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32

Wongprasha, Rungtiwa, and Vichit U-on. "Stakeholder-based Brand Equity Affecting Marketing Performance." Advances in Economics and Business 4, no. 7 (2016): 332–38. http://dx.doi.org/10.13189/aeb.2016.040702.

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33

Deshpande, Sameer. "Stakeholder orientation in behaviour change marketing initiatives." Social Business 5, no. 3 (2015): 229–36. http://dx.doi.org/10.1362/204440815x14441363902393.

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34

Payne, Adrian, David Ballantyne, and Martin Christopher. "A stakeholder approach to relationship marketing strategy." European Journal of Marketing 39, no. 7/8 (2005): 855–71. http://dx.doi.org/10.1108/03090560510601806.

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35

Lusch, Robert F., and Frederick E. Webster. "A Stakeholder-Unifying, Cocreation Philosophy for Marketing." Journal of Macromarketing 31, no. 2 (2011): 129–34. http://dx.doi.org/10.1177/0276146710397369.

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Marketing thought and practice is continuing its evolution from a largely goods-dominant logic to a service-dominant (S-D) logic. The authors argue that an S-D grounded logic is especially useful in a highly networked world. In a network world and organization, it is critical for enterprises to realize and operate as if marketing is no longer simply a separate business function but also a general management responsibility within a broad network enterprise where the interests of many stakeholders need to be unified with the customer and the enterprise. Furthermore, a value cocreation concept of

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Hult, G. Tomas M., Jeannette A. Mena, O. C. Ferrell, and Linda Ferrell. "Stakeholder marketing: a definition and conceptual framework." AMS Review 1, no. 1 (2011): 44–65. http://dx.doi.org/10.1007/s13162-011-0002-5.

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Petersen, J. Andrew, and Franziska Schmid. "Leveraging stakeholder networks with outside-in marketing." Industrial Marketing Management 92 (January 2021): 72–75. http://dx.doi.org/10.1016/j.indmarman.2020.11.006.

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Kull, Alexander J., Jeannette A. Mena, and Daniel Korschun. "A resource-based view of stakeholder marketing." Journal of Business Research 69, no. 12 (2016): 5553–60. http://dx.doi.org/10.1016/j.jbusres.2016.03.063.

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Hillebrand, Bas, Paul H. Driessen, and Oliver Koll. "Stakeholder marketing: theoretical foundations and required capabilities." Journal of the Academy of Marketing Science 43, no. 4 (2015): 411–28. http://dx.doi.org/10.1007/s11747-015-0424-y.

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Roemer, Carina, Sharyn Rundle-Thiele, and Patricia David. "Moving theory focus beyond individuals targeted for change: observing project stakeholder interactions." Journal of Social Marketing 11, no. 2 (2021): 148–66. http://dx.doi.org/10.1108/jsocm-07-2020-0131.

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Purpose Social marketing theories have habituated to a theoretical and methodological focus that is criticised for being myopic and stigmatising. Following recommendations to redirect focus theoretically, the purpose of this paper is to apply an observational methodology to understanding how project stakeholders interact to examine whether consideration of stakeholders can identify factors facilitating or impeding farming practice change. Design/methodology/approach More than 48 events involving as many as 150 people including project stakeholder meetings, one-on-one consultations and annual e

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Wiesmeth, Hans. "Stakeholder engagement for environmental innovations." Journal of Business Research 119 (October 2020): 310–20. http://dx.doi.org/10.1016/j.jbusres.2018.12.054.

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Raha, Aveed, Ilir Hajdini, and Josef Windsperger. "A multilateral stakeholder salience approach: An extension of the stakeholder identification and salience framework." Industrial Marketing Management 97 (August 2021): 1–9. http://dx.doi.org/10.1016/j.indmarman.2021.06.008.

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Della Corte, Valentina, Massimo Aria, Giovanna Del Gaudio, Fabiana Sepe, and Enrico Di Taranto. "Stakeholder value creation: A case of the hospitality industry." Corporate Ownership and Control 19, no. 1, special issue (2022): 314–26. http://dx.doi.org/10.22495/cocv19i1siart8.

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The aim of this study is to understand whether the current literature deals with the general issue of stakeholder value creation and of specific marketing activities for human resources and if they can generate value for different stakeholders. In order to achieve this goal, the paper uses a bibliometric analysis that determines the conceptual structure of the topic, highlighting its evolution over time. Accordingly, this study uses the precise context of the hospitality industry since human resources are of strategic importance in the world of hospitality. This paper opens up a series of cons

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Nguyen, Thi Quynh Trang, Xuan Dam Dong, and Thang Ho. "Stakeholder Involvement in Destination Marketing: A Network Analysis of two Destinations in Vietnam." Tourism and hospitality management 27, no. 1 (2021): 189–203. http://dx.doi.org/10.20867/thm.27.1.11.

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Purpose –This paper aims to identify the stakeholders involved in tourism destination marketing networks. The involvement and collaboration of multiple individuals and organisations is widely recognised in destination marketing to promote a destination. Internal stakeholders of a destination and their collaboration are frequently studied in destination marketing research, but little attention is paid to the involvement of external stakeholders. Design/Methodology/Approach – Quantitative social network analysis is an important approach to understanding stakeholder connections and roles in touri

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Makalima, Mzuchumile. "Exploring the interconnection between sustainability, gentrification mitiga-tion, and marketing theories in johannesburg’s social housing landscape." Acta Carolus Robertus 14, no. 1 (2024): 187–96. http://dx.doi.org/10.33032/acr.4965.

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Urban transformation, especially in the context of social housing, demands a comprehensive and sustainable approach that addresses the interconnected challenges of funding, gentrification, and triple bottom line considerations. This study explores three marketing theories which are Stakeholder Theory, Relationship Marketing, and Green Marketing as integrated frameworks for navigating these complexities. Stakeholder Theory emphasizes inclusive decision-making and ongoing engagement with diverse stakeholders, ensuring the alignment of urban development with community needs. Relationship Marketin

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Raja Pathak. "Quality Assurance in Higher Education Marketing: Strategies for Communicating Educational Value." Journal of Information Systems Engineering and Management 10, no. 2 (2025): 97–107. https://doi.org/10.52783/jisem.v10i2.1415.

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The challenge of integrating quality assurance into higher education marketing strategies becomes increasingly necessary for strengthening the credibility and trust of a higher education institution in a competitive higher education landscape. The study investigates how higher education institutions (HEIs) communicate their quality assurance metrics, including accreditation and student outcomes, to stakeholders and suggests areas for improvement, especially in the digital marketing field. The study seeks to measure stakeholder perceptions of quality assurance metrics in higher education market

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Pérez, Andrea, and Ignacio Rodríguez del Bosque. "The stakeholder management theory of CSR." International Journal of Bank Marketing 34, no. 5 (2016): 731–51. http://dx.doi.org/10.1108/ijbm-04-2015-0052.

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Purpose – Based on the principles of the stakeholder management theory, the purpose of this paper is to explore customers’ multidimensional perceptions of both banking companies and the corporate social responsibility (CSR) orientations of these companies. The paper also explores how these multidimensional perceptions affect customer identification and satisfaction towards banking companies. Design/methodology/approach – A structural equation model is tested using information collected from 1,124 banking service customers. Findings – The findings demonstrate that customers’ perceptions of cust

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Lewin, Jeffrey E., David Strutton, and Audhesh K. Paswan. "Conflicting Stakeholder Interests and Natural Gas." Journal of Macromarketing 31, no. 4 (2011): 340–58. http://dx.doi.org/10.1177/0276146711405529.

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Creation of a less expensive, domestically sourced, and more environmentally neutral energy grid is becoming a global imperative and natural gas (NG) is seen as a crucial component of this impetus. But expansion of NG production is fraught with significant macromarketing challenges; especially in light of recent discoveries of substantial NG reserves beneath heavily populated metropolitan areas. To understand certain decision-making dilemmas involving the benefits and burdens encountered in this macromarketing context, the effect of individualistic and altruistic values (manifesting as persona

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Chang, Yu-Chien. "Creating Value through the Performing Arts Festival: The Multi-Stakeholder Approach." Journal of Macromarketing 40, no. 2 (2020): 185–200. http://dx.doi.org/10.1177/0276146719894627.

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‘Value’ is an important and developing research topic in the field of marketing; however, the research on how value is co-created through stakeholders’ interaction remains limited. This study argues that an arts festival as a collective art production acts as a platform through which the stakeholders co-create value. By employing the publically-funded Huashan Living Arts Festival in Taiwan, which focuses on performing arts, as a case for collecting longitudinal data, this study explores how the stakeholders interact to co-create and obtain value. The findings reveal that value is co-created th

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Eshuis, Jasper, Erik Braun, Erik Hans Klijn, and Sebastian Zenker. "The differential effect of various stakeholder groups in place marketing." Environment and Planning C: Politics and Space 36, no. 5 (2017): 916–36. http://dx.doi.org/10.1177/2399654417726333.

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This article analyses whether involving various stakeholder groups in place marketing has effects on the content of place brands, and on how place marketing influences other policy fields, i.e. spatial planning and tourism/leisure policies. The research applies structural equation modelling to nationwide surveys in the Netherlands and Germany among professionals in place marketing ( N = 444). The study shows that different stakeholder groups have a varied influence; involving residents and public managers increases the influence of place marketing on spatial planning policies, whereas involvin

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