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3, pp. 364-72. Grønhaug, K. and Haukedal, W. (1997), “The cumbersome route from research data to knowledge use”, Creativity and Innovation Management, Vol. 6 No. 3, pp. 151-60. C. ”, Academy of Management Review, Vol. 19, pp. 11-16. Hedberg, B. C. H. (Eds), Handbook of Organizational Design, Vol. 1, Oxford University Press, Oxford, pp. 3-27. W. and Sheth, J. (2001), “Competitive advantage in the global marketplace: a focus on marketing strategy”, Journal of Business Research, Vol. 51 No. 1, pp.

Discussion In this paper we have argued that the use of scientific marketing knowledge can be highly valuable to practitioners – but also that intended users typically do not exploit such knowledge. In order to enhance the usefulness of academic marketing knowledge to practitioners, we need to understand what types of information they perceive as useful as well as factors that might impair the transfer of research information from academia to practice. Here, these issues have been addressed. In our discussions we emphasised that instrumental knowledge use is often perceived as more important than conceptual use because it yields immediate and visible results/actions.

I understand the rules of the game, we play the game, that doesn’t mean I like the rules. The kind of research that would get me published in “A” rated journals is not the kind of stuff that managers find useful. When is the last time that you spoke to a manager who ever read anything in the Journal of Marketing or the Journal of Marketing Research? (Interviewee 3). , 2002), which found a very low level of awareness of such journals among a sample of 47 generally well-informed marketing practitioners.

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