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Discusses feasibility, desirability and value of Japanese management strategies in a Western context. Major Japanese companies are at the leading edge in refining management strategies, techniques and styles, for example, with regard to having a long‐term perspective and the continuous improvement of quality, stock control, skill formation, communications, training and employee development. As possible models can these approaches be transferred to different cultures?

Presents a case study of the International Management Centres (IMC), a private provider of management education and development programmes which are based on the principles of action learning and action research. Draws on rich data compiled from an evaluation of IMC′s action learning Diploma, MBA and PhD programmes which was conducted during 1992. Compares the findings, based on semi‐structured interviews with the stakeholders of the IMC MBA programmes, with the literature on adult learning, self‐directed learning, experiential learning and critical thinking. Documents and illustrates by examples that managers can successfully operationalize action learning and action research methodologies to bring about organizational, professional and personal development as well as productivity improvements. In conclusion, discusses the implications for traditional management education and development programmes.

This paper uses social identity theory to investigate the sequential mediating effects of extrinsic religiosity and perceived role of religious leaders in the impact of consumers' intrinsic religiosity on perceived value of brands endorsed by religious leaders.

This paper comprises two survey-based studies with urban consumers in two emerging markets, India (N = 303) and Indonesia (N = 150).

Intrinsic religiosity has a direct positive effect on extrinsic religiosity, which in turn mediates the effect of intrinsic religiosity on the perceived value of the brands endorsed by religious leaders in both India and Indonesia. However, extrinsic religiosity has a significant positive effect on the perceived value of these brands through the perceived role of religious leaders in India but not in Indonesia.

Samples for both the studies are drawn from urban consumers in India and Indonesia, which also have large rural populations. Hence, future research may use both urban and rural samples from other countries to replicate our results.

The study findings may help both local and global brand managers in the emerging markets with religious societies, such as India and Indonesia, to understand how they may use endorsements by religious leaders to manage the differences in the impact of consumers' intrinsic versus extrinsic religiosity on their brand perceptions and evaluations.

This paper extends social identity theory to the international marketing context by showing that religious consumers in the emerging markets are likely to support the brands endorsed by religious leaders vis-à-vis other national or multinational brands. Thus, religious identification offers a unique sacred worldview and unlimited group membership, unlike other social groups, especially in the highly religious emerging markets.

This paper is an edited version of an interview that presents information and insight into the background of ALARPM (action learning, action research and process management) not only as a field but also as a worldwide network association, thus facilitating understanding of the evolution and nature of these three concepts. The interviewee’s responses reflect her personal perspective, informed by both life experience and a theoretical framework that conceives of ALARPM first as a philosophy, a theory of learning and a methodology, and second as a method and technique.

Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a form of learning through experience, “by doing”, where the task environment is the classroom, and the task the vehicle. Two previous reviews of the action learning literature by Alan Mumford respectively covered the field prior to 1985 and the period 1985‐1994. Both reviews included books as well as journal articles. This current review covers the period 1994‐2000 and is limited to publicly available journal articles. Part 1 of the Review was published in an earlier issue of the Journal of Workplace Learning (Vol. 15 No. 2) and included a bibliography and comments. Part 2 extends that introduction with a schema for categorizing action learning articles and with comments on representative articles from the bibliography.

The empirical literature on charismatic or transformational leadership demonstrates that such leadership has profound effects on followers. However, while several versions of charismatic leadership theory predict such effects, none of them explains the process by which these effects are achieved. In this paper we seek to advance leadership theory by addressing this fundamental problem. We offer a self-concept based motivational theory to explain the process by which charismatic leader behaviors cause profound transformational effects on followers. The theory presents the argument that charismatic leadership has its effects by strongly engaging followers’ self-concepts in the interest of the mission articulated by the leader. We derive from this theory testable propositions about (a) the behavior of charismatic leaders and their effects on followers, (b) the role of followers’ values and orientations in the charismatic relationship, and (c) some of the organizational conditions that favor the emergence and effectiveness of charismatic leaders.

This paper reviews and compares six theoretical explanations of the effects of charismatic leaders on their followers. Of the six explanations two are based on psychoanalytic theory, two on attribution theory, one on a sociological theory of symbolic centers, and one on the social psychology of the self-concept. The review exposes differences among the explanations in their motivational assumptions, their predictions regarding leader behaviors and effects on followers, and the mediating mechanisms they posit between leader behaviors and effects on followers. The most critical differences are highlighted and suggested as foci of future research on charismatic leadership.

For more than 40 years, researchers have examined an exhaustive set of attributes as price determinants in tourism and hospitality. In extending this rich research stream, this study aims to propose and empirically assess a new set of hotel attributes, namely, faith-based attributes that allow tourists to continue following the activities and rituals guided by their religions while on vacation.

Using the Bayesian quantile regression for the first time in the field of hotel pricing, the hedonic pricing models examine both internal and external faith-based attributes, namely, halal services, which cater to the needs of Muslim tourists, in a sample of 805 hotels across the top three non-Muslim country destinations (Singapore, Thailand and Japan).

By exploring the effects of faith-based (halal) attributes available in hotels located in the biggest cities of the above-mentioned destinations, this study provides evidence for the significant role of faith-based (halal) attributes in determining hospitality prices.

This study’s findings offer a resource for several implications for tourism and hospitality scholars, practitioners and policymakers, especially within the field of Muslim/halal tourism, to develop action plans and strategies.

This study is the first to introduce a novel set of faith-based hospitality attributes and empirically assess their impact on hospitality price formation. Additionally, it contributes to the hedonic pricing method by being the first to use the Bayesian quantile regression.

The literature on charismatic leadership in organizations has neglected the organizational context in which such leadership is embedded. The purpose of this article is to enrich and refine charismatic leadership theory by linking it to its organizational context. We argue that while charismatic leadership principles and processes potentially apply across a wide variety of situations, the emergence and effectiveness of such leadership may be facilitated by some contexts and inhibited by others. We develop and present a series of propositions linking contextual variable to the emergence and effectiveness of charismatic leadership. Among the contextual variable we examine are the organizational environment, life-cycle stage, technology, tasks, goals, structure, and culture, as well as the leader’s level in the organization and the circumstances surrounding his or her appointment.