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Strategic planning is clearly a line function at PepsiCo. In stronger terms, strategy is the essence of our business and the responsibility of each of our division presidents. This is the one responsibility we do not allow them to delegate. They can have strategic planning departments—as long as they realize that they're the strategic planners.

Sociology promotes and describes public health, helping to explain macro-social dynamics of mental health care through studies of organizations, networks, and systems of care.

This chapter summarizes sociological research on mental health care organizations and systems, illustrating a macro-social perspective by examining the problem of transitions in care for young adults. Summary findings from a regional mental health services research project describe a system of care that includes 100 organizations. This system helps young adults with mental health needs.

The scope and management of care involves a focus on modes of treatment supported by research evidence and delivered effectively by people with cultural competencies. Care and continuity of care are delivered through coordinated systems of inter-organizational networks, linking organizations and providers. Active inter-organizational linkages are needed to support mental health for young adults during challenging and sometimes difficult transitions.

This research summarizes original and regional data on mental health care organizations within a regional system of care. Practical implications include support for the importance of coordination, transition planning, and cultural competence within and among organizations. Sociological and original research on organizations and systems should continue to elaborate the needs and values of mental health services for regional planning and public health.

Organizational learning capabilities are embedded in organizational communication systems and processes related to knowledge creation and articulation. The emergence of new organizational forms (such as horizontal organizations) in rapidly‐changing environments and hyper‐competitive markets underscores the need to better understand these foundational sources of learning. In fact, the reason horizontal organizations may find success is that their structure is intended to promote communications systems and processes which enhance a knowledge‐response sequence similar to a stimulus‐response sequence associated with learning. These systems permit managers to quickly gather information, respond with agility in making decisions, and continue to make ongoing adjustments. Firms which understand the need to build their communications capabilities may be characterized as meta‐learning organizations. Resource‐based theory suggests that communications systems and processes are thus sources of competitive advantage. Future empirical research on organizational learning may progress by evaluating specific measures of communication process as proxies for learning processes.

A Wall Street Journal article states, “At PepsiCo, Inc., cola was king, but it is quietly being dethroned.” PepsiCo is composed of three lines of business: soft drinks, restaurants, and snack foods. Using data from comparable pure-play companies, the student is asked to compute divisional costs of capital and see if they can be reconciled with the company's reported cost of capital, 11%.

Tom Peters urges CEOs to keep people and parts of the enterprise continually reinventing themselves, and to keep looking at oddball sources for new technology and at oddball people for fresh ideas. As chief strategists/marketers, they need to keep their organizations in search of “Wow!”

Applying brand names to international markets remains a challenge to multinational corporations. Consumers’ sociolinguistic backgrounds shape their responses to brand names. This paper uses a sociolinguistic approach as a conceptual framework in understanding brand naming and translating in the Chinese market. The approach promotes that sociolinguistics a) recognizes linguistic competence, b) advances symbolic values imbedded in linguistic forms, and c) renders attached social valence to cultural scrutiny. Three brand‐naming cases in China are presented for discussion, which may benefit multinational corporations on brand decisions involving Chinese consumers.

This paper aims to propose and test an exploratory model, illustrating performance differences based on underlying role identities and attributions of salespeople in business markets.

The sample consists of 60 salespeople from a Fortune 100 high technology firm responsible for managing multi‐million dollar customer projects. Interviews with both salespeople and their sales managers provided the data to examine the relationships among role identities, attributions, and performance.

The model suggests that higher‐performing salespeople have role identities as sales consultants, whereas lower performers tend to have role identities as technical specialists. Further, those salespeople with sales consultant role identities were more likely to attribute success to relational factors, whereas salespeople with technical specialist role identities were more likely to attribute success to technical factors. There were no significant relationships among role identities and attribution type in unsuccessful customer engagements.

While multiple sources of data were obtained from both salespeople and sales managers, all the respondents were from one large multinational organization.

The link between role identity and attributions provides opportunities for situation‐based sales training programs, and sheds new light on performance differences among salespeople.

The paper isolates role identity as a potential driver of salesperson performance.

Marketing knowledge and expertise are a critical corporate resource for carrying out strategic decision making that supports marketing functions. Intelligent marketing information systems (IMkIS) can offer a way for marketing managers to share knowledge and expertise. Such sharing could help improve the economics and effectiveness of the marketing function. Traditional marketing information systems (MkIS) are limited in their managerial support capabilities. Unlike MkIS, an IMkIS incorporates, among other features, the use of a knowledge base of marketing strategies. Discusses the shortcomings of an MkIS and then offers a framework of IMkIS relationships illustrating information exchanges among various subgroups of the organization. Furthermore, offers a design of an IMkIS based on this framework. Demonstrates the creation of a knowledge base by capturing the strategic marketing moves of a corporation for the case of PepsiCo, by using published information sources. Of course, production versions of such systems will make use of in‐house corporate knowledge. Provides illustrative queries. Discusses implications for IMkIS for the present and future.

Research on work–family interface (WFI) is almost two decades old. It is widely believed that the archetype of work and family after COVID has changed. Post-COVID emphases and outcomes would be different. Accordingly, a bibliometric analysis of the research would help to understand the state of the research and positive WFI patterns that guide further investigations. The present study used measures such as journals, citations, etc. to determine the bibliometric patterns from 2003 to August 2023 using VOSviewer software.

Data were obtained from Scopus. 1,601 works were found in the first search. This figure was narrowed down to 525 based on a few conditions. The most commonly referenced journals, sources, authors, etc. were used for the analysis.

Research on positive WFI has increased in recent years. The total number of articles in positive WFI was 525 between 2003 and August 2023. Greenhaus, Powell and Carlson were the most cited authors in this field. Carlson had produced the highest number of documents in WFI. Most WFI authors focused on antecedents, treating positive WFI as the outcome variable.

This is the first bibliometric analysis conducted on a positive WFI, although there have been a few on work–family conflict. However, other sources such as the Australian Business Deans Council (ABDC) and Web of Science may throw different results on journals, citations, etc. Hence, future researchers might emphasize if the same results originate from data in other databases. Other analytical tools may be used in the place of VOSviewer.

This is the first article on bibliometric analysis of positive WFI. This paper’s primary objective is to understand the patterns of literature available on positive WFI and its significance comprehensively.

Management literature commonly suggests authoritarian leadership (AL) as the ideal leadership style during crises and extreme situations. This study aims to question this view, exploring servant leadership (SL) as an alternative.

In the field of leadership research, surveys and interviews are the most dominant research methods. In light of this dominance, this paper draws on a rather unorthodox research approach: a historical examination.

The elaborations in this paper suggest that SL exerts a higher influence on followers than AL, when organizational structures are absent or disregarded. Consequently, the higher influence of SL implies a lower need for regulations and directives within organizations.

Bureaucracy and red tape can be reduced. Particularly in situations of crises, SL’s relatively reduced reliance on formalized organizational structures can be advantageous to leaders.

The relationship among leadership (SL and AL) and formalized organizational structures is elaborated and illustrated in a historical examination.