Marketing Cluster Seminar: Professor Julie Ozanne

11 September, 2015 - 10:30 to 12:00
Room 103, Colin Clark Building (Building 39).

The seminar is open to all academics and research students. Please encourage your RHD students to attend.

The seminar will be followed by lunch for faculty at St Lucy's (12.30pm start).

Professor Julie Ozanne (University of Melbourne)

Julie L. Ozanne is the Professor of Marketing at the University of Melbourne. Julie is a transformative consumer researcher who specializes in alternative methodologies for the study of social problems, such as interpretive, critical, participatory, and community action research methods. She also examines the problems of the poor and the low literate, as well as new forms of sustainable exchange based on sharing. Her scholarship has appeared in the Journal of Consumer Research, Journal of Public Policy & Marketing, Journal of International Business Studies, Journal of Business Research, and Journal of Marketing Management, among other outlets. She is an associate editor at the Journal of Consumer Research, and on the editorial review board of Journal of Public Policy & Marketing, AMS Review, Consumption, Markets, and Culture, and Journal of Marketing Management. She is the chair of the TCR advisory committee (2013-15), co-edited the book--Transformative Consumer Research for Personal and Collective Well-Being (2012), co-chaired the 2009 and 2015 TCR conference, and was a keynote speaker for the 2011 and 2013 TCR conference. She was also recognized as the best reviewer of 2007 at the Journal of Public Policy & Marketing. In 2006 she was named the Ferber award winner at the Journal of Consumer Research (for best article based on a dissertation for which she was the supervisor). She regularly presents at the ACR doctoral consortium and has received over a dozen teaching awards.


Service opportunity networks involve a broker who centrally organizes and coordinates service exchanges among a group of customers. The authors integrate insights from social exchange theory and social network theory to explain how a service opportunity network--a time bank—developed and mobilized a portfolio of capabilities following a disaster. We study the service opportunity network created by the time bank before, during, and after a series of earthquakes using interview, field, and secondary data. We empirically examine the rich social network structure created by a full spectrum of dyadic and collaborative service exchanges. The time bank managed and supported diverse service exchanges creating an opportunity network that nimbly flexed to innovate meeting immediate and chronic needs. These findings support theories that resilient communities possess both robust resources and adaptive capabilities that enable them to learn from past experiences and improvise solving new problems. The results go beyond existing theories to explain how the service exchange opportunity network reconfigured innovating collaborative service solutions through caring assemblages, collective problem solvers, interest alliances, and community alliances.