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The purpose of this paper is to conduct an experiment to examine whether investors view the going‐concern opinion as providing information that is useful in valuing companies' stocks. Prior research on this issue using archival data has produced mixed results.

An experiment is conducted with financial analysts in which the auditor's opinion and the opinion of industry specialists (proxy for market expectations) are manipulated. Participants estimated the stock price of a fictional company both before and after the issuance of an auditor's opinion.

The results strongly support the hypothesis that investors perceive the going‐concern opinion as relevant for valuing a company's common stock. Furthermore, the participants viewed the going‐concern opinion as relevant even when the report confirmed prior market expectations.

Using a controlled setting, the paper finds that investors believe that the auditor's going‐concern opinion contains useful information. This suggests that auditors' judgment regarding client viability is valued by investors. Auditing standards that require an assessment of client viability should remain in place.

This is the first study that uses an experimental approach to examine whether investors view the auditor's going‐concern opinion as relevant to pricing stocks. The use of an experiment is intended to overcome methodological limitations inherent in studies that use archival data.

The seachange phenomenon has recently returned to the policy and planning agenda in Australia owing to some recent data showing new movement patterns out of capital cities. This chapter presents a discussion around this via review of the literature in the areas of amenity migration, counter-urbanisation and lifestyle migration. It further proposes, through demographic research into the region of Gippsland in Victoria, that we need to begin to better understand the motivations for shifting away from the capital cities and the flow on impacts in local communities. Among these impacts are coastal populations in various stages of flux, transforming communities based on local, familiar ties and an enduring relationship to place with new residents from far and wide. As these communities and places are ‘opened up’ through permanent, semi-permanent and visitor populations, more work is required to understand the local place as one that is increasingly inclusive of converging mobile lives, driving communities in transition and renegotiations of identity, belonging and security.

Although many scholars have investigated different aspects of the notion of innovation ambidexterity, the conceptualization of examining this concept in a technological setting remained unclear, as no serious attempts have been made to figure out the core concept of innovation ambidexterity in a technological context, which is a critical concept for high-tech firms.

The purpose of this paper is to introduce the inaugural edition of Arts Marketing: An International Journal and highlight its vision for arts marketing and establish its research agenda.

Relevant articles are discussed through the prism of current academic thinking and the latest policy developments affecting the arts.

It is found that arts marketing promotes significant academic debate, and practical insights are offered into the ways in which the arts (broadly understood) can grow in a commercial world.

Creative solutions are needed not only to offset, but to enable arts marketing itself to grow as a discipline: marketers need to embrace the arts equally as much as artists need to embrace the market.

The “creative insights” section will bring practitioner expertise into the field of the arts from a variety of different perspectives.

The arts, in their varying forms impact on all of society in some shape or form. This journal aims to help raise the profile of the arts, which will in turn, benefit society as a whole.

This introduction establishes a broad arts marketing research agenda for the future.

A number of prominent European multinational mobile telephony companies (MNMTCs) have their origins in state-owned monopolies that successfully undertook radical transformation in the late 1980s to late 1990s. Not only did they face liberalization of their domestic markets but they also moved from fixed-line telephony to mobile telephony prior to rapid expanded overseas. This study focuses on Telenor whose operations currently span the Nordic region and Southeast Asia. Like other MNMTCs, Telenor currently faces another period of radical change as global digital services providers are set to ride on the connectivity MNMTCs supply thereby reducing them to “dumb-pipes.” This study indicates that Telenor has abandoned radical transformation for “modernization” of its extant operations. For an understanding of why this second radical change is proving arduous for MNMTCs, the authors argue that there is a need to take into consideration institutional change.

In this chapter, we focus on the people component of the technology commercialization process. We review how the need for a variety of skills and knowledge sets creates unique challenges and opportunities for the team, particularly given the complexities associated with commercialization and the need for creativity throughout the process. We suggest that simply having a multidisciplinary team in place does not ensure success and highlight the potential benefits and liabilities. In particular, we highlight the relevance of team composition in terms of professional orientation and social network ties. We then review how team composition influences internal team processes.

This chapter explores the relationship between higher education leadership and humanizing pedagogy. It is premised on the assumption that higher education leadership, as a social construct, is both a philosophical problem and policy imperative. Yet, the fourth industrial revolution and artificial intelligence (AI) imperatives have far-reaching implications for the “dominant” higher education leadership theory and practice. With this in mind, this chapter advocates for a broader and culturally inclusive understanding of higher education leadership perspectives. Among others, this thesis is that in a developing country context such as South Africa, for example, the dominant approach of higher education leadership should be guided by the Ubuntu principles and humanizing pedagogy. The author argue that the humanizing pedagogy and Ubuntu principles, in a culturally diverse setting of the fourth industrial revolution era and AI, have the prospects of changing the current unacceptable levels of performance and bring change in a larger scale in higher education institutions.

Seeking an answer to the question “how does organizational identity change?” we analyze the visual identity marker of universities, namely logos, as time-related artifacts embodying visual scripts. Engaging with the Stinchcombe hypothesis, we identify five processes to the creation of visual identities of organizations: In addition to (1) imprinting (enactment of the contemporary script) and (2) imprinting-cum-inertia (persistent enactment of epochal scripts), we also identify (3) renewal (enactment of an up-to-date epochal script), (4) historization (enactment of a recovered older epochal script), and (5) multiplicity (simultaneous enactment of multiple epochal scripts). We argue that these processes work together to produce contemporary heterogeneity of visualized identity narratives of universities. We illustrate this, first, with a survey of the current-day logos of 814 university emblems in 20 countries from across the world. Second, drawing on archival and interview materials, we analyze the histories of exemplar university logos to illustrate the various time-related processes. Therefore, by interjecting history – as both time and process – into the analysis of the visualization of organizational identity, we both join with the phenomenological and semiotic analysis of visual material as well as demonstrate that history is not merely a fixed factor echoing imprinting and inertia but rather also includes several forms of engagement with temporality that are less deterministic. Overall, we argue that enactment engages with perceptions of time (imaginations of the past, present, and future) and with perceptions fixed by time (epochal imprinting and inertia) to produce heterogeneity in the visualization of organizational identity.