Marketing Papers

 

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Papers from 1994

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Business school prestige -- research versus teaching, J. Scott Armstrong and Tad Sperry

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Effectiveness of Monetary Incentives: Mail Surveys to Members of Multinational Professional Groups, J. Scott Armstrong and J. Thomas Yokum

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Principles for Examining Predictive Validity: The Case of Information Systems Spending Forecasts, Fred Collopy, Monica Adya, and J. Scott Armstrong

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Replications and Extensions in Marketing: Rarely Published but Quite Contrary, Raymond Hubbard and J. Scott Armstrong

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Judgmental Decomposition: When Does It Work?, Donald G. MacGregor and J. Scott Armstrong

Papers from 1993

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Causal Forces: Structuring Knowledge for Time Series Extrapolation, J. Scott Armstrong and Fred Collopy

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Escalation bias: does it extend to marketing?, J. Scott Armstrong, Nicole Coviello, and Barbara Safranek

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Principles involving marketing policies: an empirical assessment, J. Scott Armstrong and Randall L. Schultz

Papers from 1992

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Editorial Policies for the Publication of Controversial Findings, J. Scott Armstrong

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Error Measures for Generalizing About Forecasting Methods: Empirical Comparisons, J. Scott Armstrong and Fred Collopy

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Expert Opinions About Extrapolation and the Mystery of the Overlooked Discontinuities, Fred Collopy and J. Scott Armstrong

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Are Null Results Becoming an Endangered Species in Marketing?, Raymond Hubbard and J. Scott Armstrong

Papers from 1991

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Prediction of Consumer Behavior by Experts and Novices, J. Scott Armstrong

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Strategic Planning Improves Manufacturing Performance, J. Scott Armstrong

Papers from 1990

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Class of Mail Does Affect Response Rates to Mailed Questionnaires: Evidence from Meta-analysis, J. Scott Armstrong

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Does the Need for Agreement Among Reviewers Inhibit the Publication of Controversial Findings?, J. Scott Armstrong and Raymond Hubbard

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Review of Noel Capon, John U. Farley and James M. Hulbert, Corporate Strategic Planning, Bernard J. Jaworski and J. Scott Armstrong

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Review of Paul Bloomberg, The Predatory Society: Deception in the American Marketplace, Bernard J. Jaworski and J. Scott Armstrong

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Review of Peter W. Huber, Liability: The Legal Revolution and Its Consequences, Bernard J. Jaworski and J. Scott Armstrong

Papers from 1989

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Predicting the Outcome of Marketing Negotiations: Role-Playing versus Unaided Opinions, J. Scott Armstrong and Philip D. Hutcherson

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Toward computer-aided forecasting systems: gathering, coding, and validating the knowledge, Fred Collopy and J. Scott Armstrong

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Predicting Job Performance: A Comparison of Expert Opinion and Research Findings, Stephen Dakin and J. Scott Armstrong

Papers from 1988

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Communication of Research on Forecasting: The Journal, J. Scott Armstrong

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Research Needs in Forecasting, J. Scott Armstrong

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Review of Alfie Kohn, No Contest: The Case Against Competition, J. Scott Armstrong

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Review of Ravi Batra, The Great Depression of 1990, J. Scott Armstrong

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Forecasting Methods for Marketing: Review of Empirical Research, J. Scott Armstrong, Roderick J. Brodie, and Shelby H. McIntyre

Papers from 1987

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Forecasting methods for conflict situations, J. Scott Armstrong

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Return postage in mail surveys: a meta analysis, J. Scott Armstrong and Edward J. Lusk

Papers from 1986

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The Ombudsman: Research on Forecasting: A Quarter-Century Review, 1960-1984, J. Scott Armstrong

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The value of formal planning for strategic decisions: reply, J. Scott Armstrong

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Publishing Standards for Research on Forecasting (editorial), J. Scott Armstrong, Estella Bee Dagum, Robert Fildes, and Spyros Makridakis

Papers from 1985

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Evidence on the value of strategic planning in marketing: how much planning should a marketing planner plan?, J. Scott Armstrong and David J. Reibstein

Papers from 1984

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Forecasting by Extrapolation: Conclusions from Twenty-five Years of Research, J. Scott Armstrong

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Review of Daniel Kahnemann, Paul Slovic, and Amos Tversky (eds.), Judgment Under Uncertainty: Heuristics and Biases, J. Scott Armstrong

Papers from 1983

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Learner responsibility in management education, or ventures into forbidden research (with comments), J. Scott Armstrong

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Relative Accuracy of Judgmental and Extrapolative Methods in Forecasting Annual Earnings, J. Scott Armstrong

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Review of Allen Tough, Intentional Changes: A Fresh Approach to Helping People Change, J. Scott Armstrong

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Strategic Planning and Forecasting Fundamentals, J. Scott Armstrong

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The Importance of Objectivity and Falsification in Management Science, J. Scott Armstrong

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The Ombudsman: Cheating in Management Science, J. Scott Armstrong

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The Accuracy of Alternative Extrapolation Models: Analysis of a Forecasting Competition Through Open Peer Review, J. Scott Armstrong and Edward J. Lusk

Papers from 1982

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Barriers to Scientific Contributions: The Author's Formula, J. Scott Armstrong

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Is Review by Peers as Fair as it Appears?, J. Scott Armstrong

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Research on Scientific Journals: Implications for Editors and Authors, J. Scott Armstrong

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Strategies for implementing change: an experiential approach, J. Scott Armstrong

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The value of formal planning for strategic decisions: review of empirical research, J. Scott Armstrong

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Evaluation of Extrapolative Forecasting Methods: Results of a Survey of Academicians and Practitioners, Robert Carbone and J. Scott Armstrong

Papers from 1980

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Advocacy as a Scientific Strategy: The Mitroff Myth, J. Scott Armstrong

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Bafflegab Pays, J. Scott Armstrong

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The seer-sucker theory: the value of experts in forecasting, J. Scott Armstrong

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Unintelligible Management Research and Academic Prestige, J. Scott Armstrong

Papers from 1979

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Advocacy and Objectivity in Science, J. Scott Armstrong

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The natural learning project, J. Scott Armstrong

Papers from 1978

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Econometric Forecasting and the Science Court, J. Scott Armstrong

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Forecasting with Econometric Methods: Folklore Versus Fact, J. Scott Armstrong

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The Graffiti Solution, J. Scott Armstrong

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The manager's dilemma: role conflict in marketing, J. Scott Armstrong

Papers from 1977

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Designing and using experiential exercises, J. Scott Armstrong

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Social irresponsibility in management, J. Scott Armstrong

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Estimating nonresponse bias in mail surveys, J. Scott Armstrong and Terry S. Overton

Papers from 1976

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The Panalba Role-Playing Case, J. Scott Armstrong

Papers from 1975

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Monetary incentives in mail surveys, J. Scott Armstrong

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Tom Swift and his electric regression analysis machine: 1973, J. Scott Armstrong

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The Use of the Decomposition Principle in Making Judgments, J. Scott Armstrong, William B. Denniston Jr., and Matt M. Gordon

Papers from 1974

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Analyzing Quantitative Models, J. Scott Armstrong and Alan C. Shapiro

Papers from 1972

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A Comparative Study of Methods for Long-Range Market Forecasting, J. Scott Armstrong and Michael C. Grohman

Papers from 1971

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Brief vs. comprehensive descriptions in measuring intentions to purchase, J. Scott Armstrong and Terry Overton

Papers from 1970

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An application of econometric models to international marketing, J. Scott Armstrong

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How to avoid exploratory research, J. Scott Armstrong

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Exploratory analysis of marketing data: trees vs. regression, J. Scott Armstrong and James G. Andress

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Brand Trial After a Credibility Change, J. Scott Armstrong and David B. Montgomery

Papers from 1969

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A Note on the Use of Markov Chains in Forecasting Store Choice, J. Scott Armstrong and John U. Farley

Papers from 1968

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Long-Range Forecasting for a Consumer Durable in an International Market, J. Scott Armstrong

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Long-Range Forecasting For International Markets: The Use of Causal Models, J. Scott Armstrong

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On the interpretation of factor analysis, J. Scott Armstrong and Peer Soelberg

Papers from 1967

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Derivation of theory by means of factor analysis or Tom Swift and his electric factor analysis machine, J. Scott Armstrong