1、此文檔是畢業(yè)設(shè)計(jì)外文翻譯成品（ 含英文原文+中文翻譯） ，無(wú)需調(diào)整復(fù)雜的格式！下載之后直接可用，方便快捷！本文價(jià)格不貴,也就幾十塊錢(qián)！一輩子也就一次的事！外文標(biāo)題：Disruptive marketing strategy外文作者：G.Tomas M. Hult, David J. Ketchen Jr文獻(xiàn)出處: Academy of Marketing Science Review 7(October) · June 201

2、9 (如覺(jué)得年份太老，可改為近 2 年，畢竟很多畢業(yè)生都這樣做)英文 3369 單詞，22244 字符(字符就是印刷符)，中文 4906 漢字。Disruptive marketing strategyAbstract: Disruptive marketing strategy is a process by which valuable marketing activities take root initially in appl

3、ications within a department or function in an organization and then relentlessly move across a company’s internal departments/ functions, eventually connecting with external companies to ensure that market-based value c

4、reation is delivered to the company’s primary stakeholders. Understanding market- based value creation in the field of marketing has centered, to a large degree, on market orientation studies via field-based, discovery-o

5、riented research. In some ways, market orientation– while viewed as the implementation of the marketing concept – became a disruptive marketing strategy for many organizations. That is, marketing started to permeate all

6、aspects of an organization, and even became a boundary-spanning phenomenon connecting multiple companies. The activities in marketing moved beyond their traditional home department and the marketing function became cross

7、-departmental and even, in some cases, cross-company focused. Where do we go next? Disruptive marketing strategy will help the field and practice of marketing evolve.Keywords Disruptive marketing strategy . Market orient

8、ation . Marketing organization . SustainabilityBoundary-spanning marketing organizationMuch of the need for a continuous disruptive marketing lens can be explained by the need for a contemporary fit among business strate

9、gy, marketing organization structure, and strategic behavior (Olson et al. 2005); marketing-driven supply chain operations (Kozlenkova et al. 2015); and companies’ constant striving for superior marketing performance (Ka

10、tsikeas et al. 2016). Layered together, a focus on internal and external marketing activities (Day 1994) within the structure of the core customer value-creating processes of product development management, customer rela

11、tionship management, and supply chain management (e.g., Lehmann and Jocz 1997; Srivastava et al. 1999) at the level of complexity inherent in an organization’s network arrangements (Achrol and Kotler 1999) make up the pi

12、llars of the theory of the boundary-spanning marketing organization (Hult 2011a). As shown in Fig. 1, this theory builds on the synergy that exists and should be drawn out between marketing and organization theory (Ketch

13、en and Hult 2011).Emphasizing activities instead of the marketing function or department also allows marketing to infiltrate the whole organization (Homburg and Pflesser 2000), or at least large parts of it, and serves t

14、o fuse together the B network of specialized organizations [that have become] the organizations of the future (Achrol 1991, p. 78). This B activities focus can be said to have been the motivation for the marketing field’

15、s exponential increase in attention to market orientation that started in full effect about three decades after Keith’s (1960) B marketing company research. Basically, the implementation of the marketing concept – which

16、we have come to call B market orientation – became in vogue in the late 1980s (e.g., Shapiro 1988). Due to the fundamental importance attributed to the marketing concept initially and market orientation later on, numerou

17、s research projects have defined the constructs related to the phenomenon and explored their application and implementation in business (with more than 1000 articles published on market orientation since 1990, as pointed

18、 out by Jaworski and Kohli 2017).Five perspectives on market orientationAround the late 1980s and early 1990s, the marketing literature assumed that the B marketing concept was present, important, and viable as a strateg