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Juárez, F. (2016). Community strategic relationship and marketing to foster the development of communities and the sustainability of organizations. International Journal of Psychological Research, 9(1), 113–125. https://doi.org/10.21500/20112084.2106
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The editorial board reserves the right of amendments deemed necessary in the application of the rules of publication.
To give up copyright, the authors allow that, International Journal of Psychological Research, distribute the work more broadly, check for the reuse by others and take care of the necessary procedures for the registration and administration of copyright; at the same time, our editorial board represents the interests of the author and allows authors to re-use his work in various forms. In response to the above, authors transfer copyright to the journal, International Journal of Psychological Research. This transfer does not imply other rights which are not those of authorship (for example those that concern about patents). Likewise, preserves the authors rights to use the work integral or partially in lectures, books and courses, as well as make copies for educational purposes. Finally, the authors may use freely the tables and figures in its future work, wherever make explicit reference to the previous publication in International Journal of Psychological Research. The assignment of copyright includes both virtual rights and forms of the article to allow the editorial to disseminate the work in the manner which it deems appropriate.
The editorial board reserves the right of amendments deemed necessary in the application of the rules of publication.
Abstract
The purpose of this study was to define community strategic relationship and marketing (CSRM) as a relevant tool to foster the development of communities and the sustainability of organizations. The method was rationalist, theoretical, and conceptual; it comprised the analysis of a propositional structure. Articulated propositions provided a framework for analysis, discussion, and conclusions. After giving a definition of CSRM, several analyses were conducted that determined the uniqueness and usefulness of this approach. These analyses were: 1) the usefulness of the community concepts and strategies in CSRM, 2) the existence of a community approach to different strategic areas or marketing, and 3) the relevance of the use of community concepts and strategies to foster the development of communities and the sustainability of organizations. The conclusion was that CSRM and the use of these concepts and strategies have the potential to be a fruitful research and strategic approach in marketing and in all of organization activities.
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Gupta, S., & Pirsch, J. (2006). A taxonomy of cause-related marketing research: current findings and future research directions. Journal of Nonprofit & Public Sector Marketing, 15(1/2), 25-43.
Hallak, R., Brown, G., & Lindsay, N.J. (2013). Examining tourism SME owners’ place attachment, support for community and business performance: the role of the enlightened self-interest model. Journal of Sustainable Tourism, 21(5), 658-678.
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Harmon, H.L., & Schafft, K. (2009). Rural school leadership for collaborative community development. Rural Educator, 30(3), 4-9.
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International Centre for Corporate Social Responsibility. (2006). An evaluation of corporate community investment in the UK. Nottinghan: International Centre for Corporate Social Responsibility.
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Juárez, F. (2011). A critical review of relationship marketing: strategies to include community into marketing in development contexts. African Journal of Business Management, 5(35), 13404-13409.
Juárez, F. (2014). The community in business: strategic relationship between companies and environment and marketing. International Journal of Psychological Research, 7(1), 8-11.
Juárez, F., & Chacón, A.M. (2013a). Community strategies that replace marketing in the relationship between continuing education organizations and the community. Educational Research, 4(3), 231-238.
Juárez, F., & Chacón, A.M. (2013b). Relationship with the community instead of marketing: a continuing education case. Educational Research, 4(3), 239-248.
Kakabadse, N.K., Rozuel, C., & Lee-Davies, L. (2005). Corporate social responsibility and stakeholder approach: a conceptual review. International Journal of Business Governance and Ethics, 1(4), 277-302.
Kilpatrick, S., Field, J., & Falk, I. (2003). Social capital: an analytical tool for exploring lifelong learning and community. British Education Research Journal, 29(3), 417-433.
Korableva, O., & Litun, V. (2014). The potential of transitive economies’ growth based on innovative strategy. WSEAS Transactions on Business and Economics, 11, 725-736.
Korhonen, J. (2002). The dominant economics paradigm and corporate social responsibility. Corporate Social Responsibility and Environmental Management, 9, 67-80.
Lauckner, H., Paterson, M., & Krupa, T. (2012). Using constructivist case study methodology to understand community development processes: proposed methodological questions to guide the research process. Qualitative Report, 17, 1-22.
Maruyama, H. (2009). Lifelong learning for sustainable community development in a Japanese case. Educational Policy Analysis and Strategic Research, 4(1), 1-14.
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