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This paper examines the communication strategies organization, and tactics of Google as corporate executives and staff planned and began executing the company's global expansion strategy with entry into the Chinese market.

The paper takes the form of a case study.

To do business in the Chinese market, Google had to comply with Chinese Government censorship restrictions. The company's decision to do so was announced in the wake of Google's very recent refusal to provide user information to the US Government case against child pornography. Wall Street's response confirmed the profit potential of the venture, as the company's share price rose 3.6 percent in just one day, and continued rising to record heights. However, the company's announcement brought strong reaction from the press and human rights organizations. Within days, headlines were screaming across the USA and around the world, accusing Google of abandoning its principles in pursuit of profit.

Mass media in the USA and throughout the developed world heaped scorn and criticism on Google for its decision to censor searches from its servers inside China. Various NGOs took up the drumbeat of criticism, implying that Google could not be trusted with personal data, including search topics. At the same time, however, Wall Street continued to reward the company with a seemingly endless streak of record share price postings. The question appears simple: does the pursuit of profit in the developing world trump the need for ethics and values in business operations?

The purpose of this paper is to review the latest management development across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Is it worth making business with China at any cost? Complying with Chinese government censorship has caused Google a great deal of reputation damage. Google's image as an innovative company with media appeal and firm principles has been tarnished. Google's attempts at justifying its strategy have failed to convince. Instead Google is facing the consequences of new legislation in its own country and yet another dilemma in China.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

This paper aims to highlight the need for corporations to engage politically to create a more functional capitalist system.

Selective review of relevant economic and sociopolitical developments is presented in this paper.

There is a growing movement among economists and commentators to hold corporations accountable for political engagement which they ignore at their peril.

While individual strands of this story have been discussed before, the subject has never been handled from the perspective of corporate reputation in a comprehensive manner.

The objective of this paper is to make a case for a scenaric stance that holds high road and low road futures in mind at once. Opening with regrets about the total eclipse of Utopian thinking, the paper aims to move on to embrace both aspirational futures and a forthright recognition of the many ways in which things could go wrong. Adopting a scenaric stance amounts to a new, fourth attitude toward historical time and the future. The ancients lived in an ahistorical, cyclical time. Second, modernity embraced a progressive and optimistic approach to the future. Third, post‐modernity turns pessimistic about the future. Fourth, a new scenaric stance vindicates Utopian optimism by pairing it with a forthright recognition of pessimistic possibilities.

This is a reflective, almost philosophical paper that articulates a new attitude toward the future, which demonstrates the significance of scenario planning for attitudes toward the future.

A scenaric stance can restore the liberatory potential of Utopian thinking by yoking optimistic, aspirational futures together with a clear‐eyed recognition of the several ways that plans can misfire.

This is a philosophical, reflective piece that does not rely on any quantitative evidence or rigorous modeling.

The practical implications are major: to the extent that the health of the economy relies on confidence and a willingness to take risks, a lemming‐like race to the bottom will result in a Japan‐like endless recession. A vindication is needed for aspirational scenarios.

Everyone is better off when fewer people are living in crouch.

After three decades of reviewing and contributing to the literature on future studies, the author has seen nothing that remotely resembles the argument of this paper. Its value consists in its potential for lifting people's sights. One stands in danger of a loss of confidence and an endless recession. One needs to restore a sense of possibility and optimism, but can do so responsibly only if one holds on to an honest sense of the real dangers one faces.

The purpose of this paper is to suggest a practical means of incorporating ecological capital into the framework of business entities. Investors and shareholders need to be informed of the viability and sustainability of their investments. Ecological (natural) capital risks are becoming more significant. Exposure to material risk from primary industry is a significant factor for primary processing, pharmaceutical, textile and the financial industry. A means of assessing the changes to ecological capital assets and their effect on inflows and outflows of economic benefit is important information for stakeholder communication.

This paper synthesises a body of literature from accounting, ecological economics, ecosystem services, modelling, agriculture and ecology to propose a way to fill current gaps in the capability to account for ecological capital. It develops the idea of the ecological balance sheet (EBS) to enable application of familiar methods of managing built and financial capital to management of ecological assets (ecosystems that provide goods and services).

The EBS is possible, practical and useful. A form of double-entry bookkeeping can be developed to allow accrual accounting principles to be applied to these assets. By using an EBS, an entity can improve its capability to increase inflows and avoid future outflows of economic benefit.

Although major efforts are under-way around the world to improve business impact on natural resources, these efforts have been unable to satisfactorily help individual businesses elucidate the practical economic and competitive advantages conferred by investment in ecological capital. This work provides a way for businesses to learn about what the impact of changes to ecological assets has on inflows and outflows of economic benefit to their enterprise and how to invest in ecological capital to reduce their enterprise’s material risk and create competitive advantage.

No one has synthesised knowledge and practice across these disciplines into a practical approach. This approach is the first demonstration of how ecological assets can be managed in the same way as built capital by using proven practices of accounting.

With the explosion of the Deepwater Horizon oil well in the Gulf of Mexico on April 20, 2010 and until the well was officially “killed” on September 19, 2010, British Petroleum (BP) did not merely experience a crisis but a five‐month marathon of sustained, multi‐media engagement. Whereas traditional public relations theory teaches us that an organization should synchronize its messages across channels, there are no models to understand how an organization may strategically coordinate public relations messaging across traditional and social media platforms. This is especially important in the new media environment where social media (e.g. Facebook and Twitter) are increasingly being used in concert with traditional public relations tools (e.g. press releases) as a part of an organization's stakeholder engagement strategy. This paper seeks to address these issues.

The present study is a content analysis examining all of BP's press releases (N=126), its Facebook posts (N=1,789), and its Twitter tweets (N=2,730) during the 2010 Gulf crisis (May 20, 2010 through September 20, 2010).

Results demonstrate BP used a synchronized approach with press releases serving as the hub for their multi‐media strategy.

This paper identifies a synchronized approach for crisis communication in response to organizational transgressions.

In this special marketing abstracts issue of Marketing Intelligence & Planning a variety of topics of interest to the marketer are highlighted from the international selection of journals which feature on the Anbar coverage list. The value of a forum such as this is that quality material can be brought to the attention of the reader to which they would not otherwise be exposed. For example, would you normally take Datamation, Industrial Engineering, or The Ohio CPA?

In the highly saturated sports industry where sport teams represent a complex offering loaded with intangible and tangible attributes, it is important to implement appropriate marketing strategies that will ultimately contribute to the development of strong brand equity. In this paper, the authors focused on the relationship between brand variables and marketing activities on the development of brand equity. More specifically, the purpose of this paper is to study the impact of brand personality on the evaluation of marketing promotional activities and the impact on the brand equity.

Respondents (2,400) were recruited through an online survey and data were analyzed using structural equation modeling.

The survey revealed that the congruence between the brand personality and the promotional activities has a positive impact on its evaluation and on brand equity. In addition, the results showed that consumers who consider the financial strength of the team as an important factor evaluate more positively the value of congruent and incongruent promotional activities.

Brand managers should maintain consistency between their brand personality and their promotional activities in order to maintain and increase their brand equity.

The results contribute to the literature by investigating the impact of brand personality on the evaluation of promotional activities. Also, it examines an important factor (financial consciousness) that could influence how fans react in front of an incongruent promotional activity. This research brings a better understanding of the impact of brand personality on marketing strategies and brand equity.

The case can be used in strategic management, international business or ethics courses. In strategic management courses, students will be able to identify political relationships as sources of a firm’s competitive advantage. Students will also understand the role of ethics in the firm’s competitive advantage. In international business courses, the students will be able to analyze the role that corruption and bribery play in the analysis of a country’s institutions. Students will also understand how corruption in a host country influences a firms’ decision to internationalize. Finally, students will understand the challenges that firms face when serving customers in other countries. In ethics courses, students will understand the nature of state/business corruption, i.e. the abuse of public office for private gain and the concept of state capture, i.e. managers controlling the political system for their advantage. Students will be able to analyze the decision of whether to collaborate with unethical partners or customers.

Bell Pottinger Private (BPP) was a British public relations (PR) firm with a successful but questionable reputation of helping famous critical figures and despots improve their public image. In 2016, Lord Tim Bell and the other leaders of BPP were asked to create a PR campaign for the Gupta family. The Guptas were a group of businessmen headed by three brothers who migrated from India to South Africa in the early 1990s. By the 2010s, they had built a business empire allegedly thanks to a corrupt relationship with the President of South Africa, Jacob Zuma and his family. The press and prosecutors were increasing their investigations on these relations. The case has two parts, which address two separate challenges and can be taught as standalone cases or in a sequence in two sessions.

MBA and Executive Education.

Teaching notes are available for educators only.

CSS 5: International business.