Rajendra K. Srivastava
Current Organizations / Institutes
The organizations/institutes from the scholar's latest article
Rajendra K. Srivastava has a total of 6 co-authors. Here are the top co-authors by number of shared publications:
- Ashish Sinha
University of Technology Sydney, Ultimo, Australia
1 shared publication - Linda D. Hollebeek
Sunway Business School, Sunway University
1 shared publication - Ljubomir Pupovac
University of New South Wales, UNSW Sydney, Sydney, Australia
1 shared publication - Manjunath Padigar
Department of Marketing, Macquarie Business School Macquarie University Sydney Australia
1 shared publication - Moira K. Clark
Strategic Marketing, Henley Business School University of Reading, Greenlands, Henley‐on‐Thames Reading UK
1 shared publication - V. Kumar
Tobin College of Business, St. John’s University, Queens, USA
1 shared publication
Latest Publications
- 21 June 2022
- Published by Springer Nature in Journal of the Academy of Marketing Science
- Vol. 51 (1) , 23-49
Moving the stakeholder journey forward
Though the customer journey (CJ) is gaining traction, its limited customer focus overlooks the dynamics characterizing other stakeholders’ (e.g., employees’/suppliers’) journeys, thus calling for an extension to the stakeholder journey (SJ). Addressing this gap, we advance the SJ, which covers any stakeholder’s journey with the firm. We argue that firms’ consideration of the SJ, defined as a stakeholder’s trajectory of role-related touchpoints and activities, enacted through stakeholder engagement, that collectively shape the stakeholder experience with the firm, enhances their stakeholder relationship management and performance outcomes. We also view the SJ in a network of intersecting journeys that are characterized by interdependence theory’s structural tenets of stakeholder control, covariation of interest, mutuality of dependence, information availability, and temporal journey structure, which we view to impact stakeholders’ journey-based engagement and experience, as formalized in a set of Propositions. We conclude with theoretical (e.g., further research) and practical (e.g., SJ design/management) implications.
- 21 June 2022
- Published by Springer Nature in Journal of the Academy of Marketing Science
- Vol. 51 (1) , 23-49
Moving the stakeholder journey forward
Though the customer journey (CJ) is gaining traction, its limited customer focus overlooks the dynamics characterizing other stakeholders’ (e.g., employees’/suppliers’) journeys, thus calling for an extension to the stakeholder journey (SJ). Addressing this gap, we advance the SJ, which covers any stakeholder’s journey with the firm. We argue that firms’ consideration of the SJ, defined as a stakeholder’s trajectory of role-related touchpoints and activities, enacted through stakeholder engagement, that collectively shape the stakeholder experience with the firm, enhances their stakeholder relationship management and performance outcomes. We also view the SJ in a network of intersecting journeys that are characterized by interdependence theory’s structural tenets of stakeholder control, covariation of interest, mutuality of dependence, information availability, and temporal journey structure, which we view to impact stakeholders’ journey-based engagement and experience, as formalized in a set of Propositions. We conclude with theoretical (e.g., further research) and practical (e.g., SJ design/management) implications.
- Open Access
- 23 May 2022
- Published by Springer Nature in Journal of the Academy of Marketing Science
- Vol. 50 (6) , 1277-1298
The effect of marketing department power on investor responses to announcements of AI-embedded new product innovations
Even as more companies integrate artificial intelligence (AI) into their new products and services, little research outlines the strategic implications of such AI adoption. Therefore, the present study investigates how investors respond to announcements of new product innovations integrated with AI by non-software firms (AI-NPIs), with the prediction that they respond favorably if the firms feature a marketing department with substantial power; such firms likely possess the marketing resources and assets needed to ensure the success of AI-NPIs. An event study with a sample of 341 announcements by 77 S&P 500 firms between 2009–2018 supports this prediction. Furthermore, the relationship between marketing department power and investor response intensifies when the announcement (1) occurs in later innovation stages, (2) involves the sourcing of external innovation assets, and (3) refers to more complex innovations. These findings have both theoretical and managerial implications.
- 23 May 2022
- Published by Springer Nature in Journal of the Academy of Marketing Science
- Vol. 50 (6) , 1277-1298
Open AccessThe effect of marketing department power on investor responses to announcements of AI-embedded new product innovations
Even as more companies integrate artificial intelligence (AI) into their new products and services, little research outlines the strategic implications of such AI adoption. Therefore, the present study investigates how investors respond to announcements of new product innovations integrated with AI by non-software firms (AI-NPIs), with the prediction that they respond favorably if the firms feature a marketing department with substantial power; such firms likely possess the marketing resources and assets needed to ensure the success of AI-NPIs. An event study with a sample of 341 announcements by 77 S&P 500 firms between 2009–2018 supports this prediction. Furthermore, the relationship between marketing department power and investor response intensifies when the announcement (1) occurs in later innovation stages, (2) involves the sourcing of external innovation assets, and (3) refers to more complex innovations. These findings have both theoretical and managerial implications.