Marketing is concerned with the satisfaction of customer wants and needs while achieving one's own organizational (or self ) goals. A basic premise behind this orientation is that organizations survive and prosper because they do a better job creating and adding value for their customers than do competitors (Levitt, 1960). Furthermore, the marketing literature recognizes that services (as opposed to tangible products) entail certain unique characteristics that necessitate the employment of a different set of strategies. This article applies the precepts of a market orientation, specifically as they relate to services marketing, in an analysis of management education as a service encounter between the professor and the students. We suggest that this perspective provides a fresh look at how we as management faculty can do a better job creating and adding value for our constituents.We should emphasize at the outset that we are promoting student consumerism (e.g., Delucchi & Smith, 1997) here. In recognizing that students have 484 . We are grateful to the editor and the anonymous reviewer for their encouragement and helpful suggestions.

Culture is an overarching phenomenon that helps individuals make sense of their world. However, culture is not an unchanging “given.” Members of a society actively create culture and, through their activities and interactions, sustain or change this culture. In an organizational setting, culture gives meaning to each person’s membership in the social stage that is the workplace. In the process of cultural creation and sustenance, the past is often used as a harbinger of things to come. How an organization effectively uses the past to shape its present culture is a major focus of this study. This article is an ethnographic study of how culture is fabricated, sustained, and renewed in a small advertising firm. The authors propose three interpretive themes – nightmare avoidance, “Richardism,” and dream building – and develop these into a framework using Drucker’s three entrepreneurial strategies. A fourth strategy, creative divergence, emerges from our in‐depth analysis of EMC.

This paper proposes the use of the model of visionary leadership adapted by this researcher from Westley and Mintzberg’s 1989 paper “Visionary leadership and strategic management” to view the work of Mary Parker Follet. The model augments Westley and Mintzberg’s model with much earlier work by Mary Parker Follett. Follett’s work on leadership, group membership, contribution, participation and co‐operation are as relevant to the study of human relations today as they were 70 years ago. The model highlights the elements of visionary leadership and group membership. This model was developed to place a framework on the many writings of Follett. The framework is fully discussed and is based on some of the work of Westley and Mintzberg.

Expatriation refers to the practice by multinational corporations (MNCs) of sending home-country nationals to overseas locations. According to the US-based Employee Relocation Council, the average annual cost to send an employee overseas is US $200,000 to $250,000, which is roughly three times the executive's home-country salary (O'Boyle, 1989). However, if the expatriate fails to complete the overseas assignment, these costs are exacerbated (Bird and Dunbar, 1991;Black, 1988), particularly if the person is replaced with another expatriate.The expatriation literature indicates that premature returns from expatriate assignments are a persistent problem for US companies, fluctuating between 25 and 40 percent on the average

This paper develops a new model for analysing industry competitive structure. The new model combines traditional strategic group analysis with stakeholder theory. Thus we have a model that incorporates all actors into the industry analysis. Company‐stakeholder clusters reveal the hidden, and often, crucial relationships that determine firm longevity. Using the new model, the small production canning industry is analysed.