Professor Sally Dibb

Sally Dibb is Professor of Marketing and Society in CBiS. Previously she was Director of the Institute for Social Marketing at the Open University (ISM-Open) and, before that, Associate Dean at Warwick Business School.  She served on the REF 2014 panel for Business and Management.  Sally’s research focuses on consumer behaviour change, market segmentation and social marketing, with recent projects funded by the ESRC, Leverhulme, FP7, Santander and InnovateUK.  Sally is Chair of the Academy of Marketing’s Segmentation and Targeting Strategy SIG and a Fellow of the Chartered Institute of Marketing.  She has authored twelve books and over 90 articles in European and US academic journals, and has successfully supervised 16 PhD students to completion.  Sally’s research is inter-disciplinary, embracing technology, innovation and data science, with projects currently examining sustainable living, smart cities, privacy and security, as well as the application of ‘big data’.  She is a member of the peer review college for the ESRC, Horizon 2020, the Australian Research Council and the Canadian Research Council.  Sally is a trustee and board member of the charity Alcohol Research UK, and was appointed by the Secretary of State for Health as a trustee of the Alcohol Education Research Council. 

Articles in Peer Reviewed Journals

  • Quinn, L., Dibb, S., Simkin, L., Canhoto, A., Analogbei, M. (2016 forthcoming), “Troubled waters: The transformation of marketing in a digital world”, European Journal of Marketing. DOI (10.1108/EJM-08-2015-0537).
  • Canhoto, A.I., Quinton, S., Jackson, P. and Dibb, S. (2016), “The co-production of value in digital, university-industry R&D collaborative projects”, Industrial Marketing Management, 56, 86–96.
  • Canhoto, A.I. and Dibb, S., (2016), “Unpacking the interplay between organisational factors and the economic environment in the creation of consumer vulnerability”Journal of Marketing Management, 32(3-4), 335–356.
  • Venter, P., Wright, A. and Dibb, S., (2015), “Being human: A marketing-as-practice perspective on market segmentation in a services organisation”, Journal of Marketing Management, 31(1/2), 62-83.
  • Spiller, K., Ball, S., Daniel, E., Dibb, S., Meadows, M., and Canhoto, A. (2015), “Carnivalesque collaborations: Reflection on ‘doing’ multi-disciplinary research”, Qualitative Research, 15(5), 551-567.
  • Dibb, S., Ball, K., Canhoto, A., Daniel, E., Meadows, M., and Spiller, K. (2014), “Taking responsibility for border security: Commercial interests in the face of e-Borders”, Tourism Management, 42, 50-61.
  • Dibb, S., (2014), “Up, up and away: Social marketing breaks free”, Journal of Marketing Management, 30(11/12), 1159-1185.
  • Ball, K., Spiller, K., Canhoto, A., Dibb, S., Meadows, M., and Daniel, E. (2014), “Living on the edge: Re-medial work in the UK travel sector”, Work, Employment and Society. 28(2), 305-322.
  • Dibb, S., Simões, C. and Wensley, R. (2014), “Establishing the scope of marketing practice: insights from practitioners”, European Journal of Marketing, 48(1/2), 377-401.
  • Pinho, J.C., Rodrigues, A.P., and Dibb, S. (2014), “The role of corporate culture, market orientation and organisational commitment in organisational performance”, Journal of Management Development, 33(4), 374-398.
  • Quinn, L. and Dibb, S. (2010), “Evaluating market segmentation research priorities: targeting re-emancipation”, Journal of Marketing Management. 13-14, 1239-1255.
  • Monteiro, C., Dibb, S. and Almeida, L., (2009), “Revealing doctors’ prescribing choice dimensions with multivariate tools”, European Journal of Operations Research, 201, 909-920.

Books/Book Chapters

  • Ball, K., Canhoto, A., Daniel, E., Dibb, S., Meadows, M. and K. Spiller (2015), The Private Security State, CBS Press.
  • Dibb, S., (2017) “Changing times for social marketing segmentation”, in T. Dietrich, S, Rundle-Thiele, & K. Kubacki, K. Segmentation in Social Marketing: Process, Methods and Application. Springer: Singapore.
  • Dibb, S. and Simkin, L., (2015) “Market segmentation and segment strategy”, in M. Baker and M. Saren (eds), Marketing Theory, Sage Publications: London.
  • InnovateUK, Community Action Platform for Energy (CAPE), £633,000, commenced November 2015.
  • SSHRC (Canadian Social Science Research Council) Big Data Surveillance Partnership, commenced January 2016, funding a PhD studentship.
  • ESRC Festival of Social Science 2015, £750: Online event ‘Know Your T-Shirt’, run as part of the annual social science festival in November 2015. 
  • FP7 Ethics and Justice, Surveillance, Privacy and Security, total bid value 3.5 million Euros, institutional share 330,000 Euros, February 2012 - February 2015.
  • ESRC Nemode, £3,000: ‘Digitalisation and Decision Making in the Boardroom’, March 2014-March 2015.
  • ESRC Festival 2013, £2000: Award for online event ‘Making Clothing Ownership and Use More Sustainable’, run as part of the annual social science festival November 2013.
  • ESRC Digital Social Research Communities Activities Funding Scheme (PI), £4,609: Marketing Strategy and Customer Engagement in the Digital Era: January 2013–January 2014.
  • Santander, £5,100: Second phase of a project examining CRM (customer relationship management) practices in Brazilian financial services, November 2011–July 2015.
  • Leverhulme funding, £176,000: Three-year project on Surveillance and Customer Relationship Management, January 2009 - January 2012. 
  • Shanghai Jimei, £105,000: Chinese commercial funder, project on consumer decision making in China, June 2008 - September 2011.
  • ESRC Festival 2010, £1,400: Online event ‘From Public Information to Social Marketing’ run as part of the annual social science festival, March 2010.
  • Academy of Marketing Research Award, £2,000: Funding for project assessing current research priorities for marketing segmentation, September 2009–September 2010.
  • Santander research funding, £3,970: For project assessing the implementation of CRM (customer relationship management) in Brazilian financial services, June 2009–July 2010.
  • ESRC, SKOPE (Skills, knowledge and organisational performance (CI), £2.5 million, joint five-year Oxford University and Warwick Business School Project.  Theme 1 of the project, October 1998 - 2003.