Aimee Dinnin Huff

Faculty

Aimee Dinnin Huff

Associate Professor

Marketing

541-737-3688

aimee.huff@oregonstate.edu

Faculty

Aimee Dinnin Huff

Overview

Background

Publications

Overview

Career Interests

Research Areas: marketing, consumer culture

Research Interests: ethnographic and interpretive study of: consumer culture in contexts that are culturally contentious; market system dynamics and market (de)legitimation; "wicked" problems in markets and marketing

Dr Huff’s primary research program focuses on American gun culture. This includes work on: digital and print advertising of firearms; ethical problems in gun marketing; how Americans understand the Second Amendment and the morality of armed self-defense; consumer relationships with firearms and armed self-defense practices, consumer interest groups, and the American gun market system. Other projects focus on the relationship between product design and market legitimation in the context of recreational cannabis, reusable menstrual products, and wearable technologies.

Her research has been published in Journal of Consumer Research, Journal of Business Ethics, Journal of Business Research, Journal of the Association for Consumer Research, Academy of Management Learning & Education, Marketing Theory, European Journal of Marketing, Journal of Macromarketing, Journal of Marketing Management, Journal of Consumer Affairs and Research in Consumer Behavior. She has presented research at conferences of the American Marketing Association, Association for Consumer Research, Consumer Culture Theory, and Marketing & Public Policy. Dr Huff's research has been covered in numerous outlets, including print media, such as , , ; television and radio interviews, including , and magazines, such as , , , OSU's ; and invited op-eds and pieces in .

Dr Huff is an associate editor of Journal of Business Research, an editorial review board member at Journal of Consumer Research, and a manuscript review board member at Journal of Macromarketing. She was co-chair of the synchronous-hybrid in Corvallis, ��, and serves as Associate Editor at the 2024 and 2025 Association for Consumer Research conferences.

Teaching: Dr Huff primarily teaches case-based marketing management courses in the MBA and MSB programs. She has won teaching awards and the undergraduate and graduate levels, and has designed and taught courses in multiple modalities, including in-person, in-person/online hybrid, and online through OSU's nationally recognized Ecampus.

Background

Education

Ph.D. in marketing, Ivey Business School, Western University (formerly University of Western Ontario), Canada

Master of Business Studies (First Class Honours with Distinction), University College Cork, Ireland

Bachelor of Commerce (Honours), University of Guelph, Canada

In the business ethics literature, a commons paradigm orients theorizing toward how civil society can promote collaboration and collectively govern shared resources, and implicates the common good—the ethics of providing social conditions that enable individuals and collectives to thrive. In the context of representative democracies, the shared resources of a nation can be considered commons, yet these resources are governed in a top-down, bureaucratic manner wherein public participation is often limited to voting for political leaders. Such governance, however, can be motivated by values of solidarity and stewardship, and a bottom-up approach to participation, in ways that are consistent with a social commons ethos (Meyer and Hudon in J Bus Ethics 160:277–292, 2019). We employ an inductive methodology focused on successes and possibilities, using data from interviews with 93 policy-makers and national-level government leaders in 5 democratic countries, and observational and archival data. We reveal how governments can operationalize a social commons ethos in decision-making. This approach to governance involves stakeholder engagement that is Broad, Deep, and Continual (BDC). In this model, leaders engage a wide breadth of stakeholders, engage them deeply and meaningfully throughout the decision-making process, and sustain this engagement in a continual manner. Implications for governance of non-governmental bureaucracies are discussed, including the normative and strategic benefits of engaging stakeholders in this manner.

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