01602nas a2200205   4500008004100000022001400041245008700055210006900142260004200211300001000253490000700263520097200270653002201242653002601264653001901290653001001309653002501319100002201344856003001366       2020                        eng d  a1927-032100aOpen Marketing: Conceptualizing external parties’ strategic marketing activities0 aOpen Marketing Conceptualizing external parties strategic market  aOttawabTalent First Networkc08/2020  a14-260 v103 aOpen marketing as conceptualized in this paper refers to how external parties take part in strategic, integrative marketing activities. To distinguish this more recent trend in marketing from traditional meanings of marketing, the paper provides a typology on roles and role keepers in marketing. Four types of roles and role keepers are outlined: marketing as 1) solely being performed by actors in the supplier company communicating offerings, 2) an activity shared among functions of the supplier company, 3) external parties communicating offerings, and 4) external parties contributing to strategic marketing. Using the concept of 'roles' in marketing helps to structure activities and actors - or roles and role keepers - and provides a basis for understanding that marketing results from what is done, not merely from who performs it. The paper underlines how new ways of conducting business also have implications for a company's marketing beyond its borders.10aConceptualization10aIntegrative marketing10aOpen marketing10aroles10aStrategic marketing.1 aÖberg, Christina  utimreview.ca/article/137701602nas a2200265   4500008004100000022001400041245010300055210006900158260004200227300000700269490000700276520078400283653003101067653002201098653001601120653002201136653002501158653002101183653002101204653002001225100002101245700002201266700001801288856003001306       2020                        eng d  a1927-032100aSeeking 'Strategy' in Business Intelligence Literature: Theorizing BI as part of strategy research0 aSeeking Strategy in Business Intelligence Literature Theorizing   aOttawabTalent First Networkc09/2020  a??0 v103 aThis paper connects the business intelligence (BI) literature with research in strategic management by plotting the existing research strands on BI: environmental scanning, competitive intelligence, executive information systems, and business intelligence, against the strategic dimensions of a) orientation (External vs. Internal), b) focus (Content vs. Process), and c) practice realms. The article accordingly offers a new re-conceptualization of BI as a strategic artifact across four strategic clusters: BI as a system, BI as a planned process, BI as a product, and BI as a decisional paradigm. This conceptual article contributes to the literature by integrating disparate views on BI and placing them within the content, process, and practice streams of strategy research.10aBusiness intelligence (BI)10aConceptualization10adefinition.10aliterature review10astrategy as practice10astrategy content10astrategy process10astrategy realms1 aTalaoui, Yassine1 aKohtamäki, Marko1 aRajala, Risto  utimreview.ca/article/1387