Critical Reflection in the Marketing Curriculum

Miriam Catterall · Pauline Maclaran · Lorna Stevens

108 citations0/0 files storedJournal of Marketing Education

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Management and Marketing Education Management and Organizational Studies Critical and Liberation Pedagogy

Abstract

This article examines how we can encourage students to engage critically with marketing ideas and activities. Critical marketing studies are currently on the margins of the discipline, and the ideas and challenges to conventional marketing studies posed by critical scholars are rarely tested or implemented in the marketing classroom. Often these are perceived as too academic and elitist to be relevant to the modern business environment. Drawing largely from debates in the management education literature, this article discusses the problems and possibilities of introducing critical reflection into the marketing curriculum and describes some strategies for encouraging critique in the marketing classroom.

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References

1985The Reflective Practitioner: How Professionals Think in Action 1984The reflective practitioner: How professionals think in action 2025Advances in Consumer Research 1984Experiential Learning 1992Advances in Consumer Research 1989Why Doesn't This Feel Empowering? Working Through the Repressive Myths of Critical Pedagogy 1995Liberatory Postmodernism and the Reenchantment of Consumption 2000At the Critical Moment: Conditions and Prospects for Critical Management Studies

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2009Enhancing Reflection Skills Through Learning Portfolios: An Empirical Test 2010Critical marketing studies: logical empiricism, ‘critical performativity’ and marketing practice 2006Reflecting on Reflection: Scale Extension and a Comparison of Undergraduate Business Students in the United States and the United Kingdom 2015Reframing gender and feminist knowledge construction in marketing and consumer research: missing feminisms and the case of men and masculinities 2007Designing Discussion Activities to Achieve Desired Learning Outcomes: Choices Using Mode of Delivery and Structure

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