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The topic of internationally standardised branding has been widely debated in the marketing literature. However, no studies have empirically examined the actual extent of international brand penetration and standardisation. Based on a survey of US brand managers of consumer products, this study found that while some 66 per cent of the responding brands are used abroad and most are internationally standardised, approximately 80 per cent of sales still come from the US market. Overseas, US brands generate most of their sales in culturally similar markets, specifically Canada and the United Kingdom.

This paper aims to examine how the oldest manufacturer of natural healthcare products in Europe, Nelsons, needed to make a leap in its development to take advantage of the opportunities in export markets and to meet ambitious production and revenue targets.

This case study follows how Nelsons put in place a new culture among managers to achieve its growth targets, which involved moving away from being the custodians of a traditional brand towards leadership of a fast‐moving global enterprise. A management development scheme was introduced to support the fundamental changes, to create a new cadre of staff with the skills and confidence to lead, and overcome the discomfort which can come from rapid and wide‐ranging change.

If there is a good team of staff prepared to lead as much as manage change, implementing major initiatives can become relatively easy.

The paper illustrates that the program demonstrated the importance of creating leaders for change, which have underpinned record outputs at the firm and strong progress towards the overall targets.

This paper examines the role of professional associations, governmental agencies, and international accounting and auditing bodies in promulgating standards to deter and detect fraud, domestically and abroad. Specifically, it focuses on the role played by the US Securities and Exchange Commission (SEC), the American Institute of Certified Public Accountants (AICPA), the Institute of Internal Auditors (IIA), the Institute of Management Accountants (IMA), the Association of Certified Fraud Examiners (ACFE), the US Government Accounting Office (GAO), and other national and foreign professional associations, in promulgating auditing standards and procedures to prevent fraud in financial statements and other white‐collar crimes. It also examines several fraud cases and the impact of management and employee fraud on the various business sectors such as insurance, banking, health care, and manufacturing, as well as the role of management, the boards of directors, the audit committees, auditors, and fraud examiners and their liability in the fraud prevention and investigation.

Addresses consumer perspectives of Radio Frequency Identification (RFID). States that some consumers put up barriers against new technology, while others welcome innovations. Idengtifies that market leaders can pretty much use this technology as they wish, meaning boom time for consumer product firms and pain for privacy advocates.

Cross‐border mergers are rising in number and scope even though, on average, firms do not profi t from them. In this article, we use interviews and secondary data to assess a historic merger between two global consulting giants ‐ Cap Gemini and Ernst & Young Consulting. The two fi rms had well‐articulated strategic reasons for merging. Nevertheless, their integration strategy failed to address key differences in business models, core competencies, and organizational practices. As a result, the combined firm suffered five years of diminished financial and competitive performance. Our study highlights the organizational complexities affecting mergers between human capital‐intensive firms.

This paper aims to contribute to the field of social entrepreneurship by exploring the interrelationships among the antecedents of social entrepreneurial intention (SEI) through the lens of Mair Noboa model (MNM). In recent years, many researchers have applied the antecedents of MNM to determine SEI. However, interrelationship among these antecedents has not been a focus of enquiry despite the repeated scholarly calls.

Applying quantitative methodology, the data was collected from a Web-based survey distributed across Bangladesh (N = 412). Data analysis was carried out based on the covariance-based structural equation modelling technique to confirm the hypotheses. The final measurement and structural models met all the requirements for reliability, model fit, convergent validity and discriminant validity. The proposed hypotheses were tested based on direct relationships and mediating effects.

The findings suggested that interrelationships among these antecedents do increase individuals’ intentions to become social entrepreneurs.

This paper fills an important knowledge gap by exploring the interrelationships among moral obligation, empathy, perceived social support and social entrepreneurial self-efficacy. This paper stressed identifying whether the SEI enhances through the interrelationships among these antecedents or not. The study findings bring new theoretical and practical implications on the role of empathy, moral obligation, perceived social support and social entrepreneurial self-efficacy.

This study aims to expand antecedent roles on social entrepreneurial behavioural intention by integrating both the Three Pillars of Institutions and the Mair Noboa model. The literature lacks in investigating both institutional- and individual-level antecedents to determine social entrepreneurial behavioural intention. This proposed integrated model was developed in which the Mair Noboa's model antecedents mediates the positive relationship between the antecedents of Three Pillars of Institutions and social entrepreneurial intention.

This study uses quantitative research methodologies to answer the research question of the extent that institutional-level antecedents in turn influence individual antecedents and thus determine social entrepreneurial intention. To explore this, a Web-based survey distributed across Bangladesh (n = 412). The confirmation of hypotheses involved using covariance-based structural equation modelling (SEM) for data analysis. The resulting measurement and structural models successfully met all criteria for reliability, model fit, convergent validity and discriminant validity. The hypotheses were subsequently assessed by examining both direct relationships and mediating effects.

The findings demonstrated a significant relationship between the antecedents of the Three Pillars of Institutions and the Mair Noboa model. The results suggest that the Mair Noboa model antecedents can mediate the relationship between the Three Pillars of Institutions and social entrepreneurial intention.

This paper advances the existing knowledge of social entrepreneurial intention, through the novel lens of combined institutional and individual antecedents. This paper fills an important knowledge gap by exploring both institutional- and individual-level antecedents to determine social entrepreneurial intention. This study findings yield fresh theoretical and practical insights into how institutional and individual antecedents jointly influence social entrepreneurial intention.

A corporation’s reputation is one its most important assets, affecting its competitive advantage as well as building both financial and social success. Corporate reputation depends on how the company conducts or is perceived as conducting its business. The ability to build a sustainable corporate reputation is more important than ever before as stakeholders are more educated, more knowledgeable, and more demanding. This paper discusses the efforts of two of the largest financial service organisations in Cyprus to build a sustainable corporate reputation through an emphasis on Cause‐Related Marketing. It paper analyses the effectiveness of such cause related marketing for building and sustaining a corporate reputation.

Simply adding automation to an existing business environment typically results in a marginal savings of 10 to 20 percent. But when improvements are also made to existing business processes, a company can see a savings of over 70 percent.

Two giants, IBM and Xerox, were faced with a profile of aging products, high production costs, and stiff world competition. This article shows how they streamlined their manufacturing process and repositioned their products.