Institutt for markedsføring

Behavior Research Methods 58 Doi: https://link.springer.com/article/10.3758/s13428-026-02953-x#additional-informationhttps://doi.org/10.3758/s13428-026-02953-x

Remote photoplethysmography (rPPG) is a technique for the monitoring of cardiac signals using simple consumer-grade cameras, such as webcams. Its cost-effectiveness and accessibility make it a promising tool for widespread application, particularly in remote and resource-limited research settings. However, it remains unclear whether rPPG can accurately capture the moment-to-moment fluctuations in heart rate (HR) required for robust HR variability (HRV) estimation. In this study, we collected a novel dataset of 77 participants who completed three behavioral tasks under controlled laboratory conditions, designed to mirror the recording setup typically encountered in home-based online experiments. We validated four rPPG pipeline configurations against the electrocardiogram (ECG) ground truth, using a comprehensive set of measures capturing both signal quality and cardiac variability. Moreover, using data from an emotion anticipation task, we assessed whether, in a typical experimental setting, analyses based on rPPG data yielded statistical results comparable to those obtained from ECG. Our results indicate that rPPG is a promising tool for detecting HR and HRV at the group level, particularly in high-powered studies. At the individual level, rPPG reliably captures average HR, but the accuracy of individual-level HRV estimates remains limited. The findings underscore rPPG’s potential as a low-cost, noninvasive research tool, while highlighting the importance of managing its limitations such as sensitivity to excessive movement and poor illumination through thoughtful study planning and execution.

AMS Review 16(1) Doi: https://doi.org/10.1007/s13162-026-00337-0

Marketing is best understood as the organization’s customer-facing system that creates, communicates, delivers, and governs exchanges to sustain relationships and, ultimately, organizational survival. Its core priority is customer value in competitive contexts, while other stakeholders matter insofar as they enable that value within rules set by public policy and regulation. We argue for a bounded, integrative definition—specific enough to guide action yet general enough to travel across settings—that treats markets as adaptive exchange systems and positions marketing as a dynamic learning loop: sensing shifts in needs, iterating offerings and prices, orchestrating channels and complements, and converting traction into diffusion. Against this managerial reality, academic practice often misfires; it leans too much on aggregate firm proxies or student/online samples, suffers construct–measure disconnects and identification gaps, and elevates non-actionable levers and proxy outcomes, producing findings that are less helpful to real decision-making processes. Realizing that it is a stretch-goal, we propose re-anchoring marketing research in more decision-relevant data and designs. Implementing this, the discipline is able to generate cumulative, managerially useful knowledge consistent with marketing’s purpose.

International Journal of Hospitality Management 137 Doi: https://doi.org/10.1016/j.ijhm.2026.104706

International Journal of Hospitality Management 137 Doi: https://doi.org/10.1016/j.ijhm.2026.104680

Psychology & Marketing Doi: https://doi.org/10.1002/mar.70134