While consumer culture theory (CCT) has contributed to establishing the cultural grounding of consumer experience it has not emphasized to the same extent the role of embodiment in shaping experience. Indeed culture plays a significant role in shaping bodily habits, skills, practices and our interactions with the environment, but such embodied skills do not restrict and limit the range of meaning and experiences that we can experience. Taking this perspective, the present paper attempts to argue for the creative power of this embodied dimension. More specifically, consumer experience is viewed as a body-world interplay, as affordance-responsiveness in and to a social, cultural and material environment the outcome of which cannot be defined in advance. Whereas CCT has tended to regard the body as the target of culture and discourse, an embodied approach highlights how the body is also the locus of new expressions, meaning and new experiences. The paper ends with discussions, implications and suggestions for further studies.

Customer-owned touch points have emerged as a central context for customers to interact with one another on social media (Lemon and Verhoef 2016). Empirical research on firms’ presence and behaviour in these forums is limited, especially as regards how this presence affects customer experiences. This study is an attempt to address this this gap, analysing customer experiences from such forums using self-determination theory as a lens. The results show that companies’ efforts to control the discussions in such forums have a negative impact on customers' cognitive experiences. However, firms’ intervention is welcomed when the intention is to add value to customers in these forums, and allow customers to retain the feeling self-efficacy, and social affiliation and autonomy (Ryan and Deci 2002).

The aim of the paper is to develop a framework capturing the process of how management novelty emerges and is stretched out in organizations. Taking a sociomaterial approach, it seeks to integrate the generation-implementation and rational-institutional dualisms that prevent us from gaining a holistic understanding of the complex and dynamic process of generating and adopting new management/marketing practices. The framework suggested draws on ideas from the sociology of knowledge and practice theories and puts premium on the significant role of material artefacts. The paper argues that an understanding of the emergence of novelty in organization presupposes a continuity between ideas and the activities to implement them. Conclusions and implications of this approach are drawn.