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We describe a special education teacher and a history teacher who, together, gave specific learning disabled (SLD) and emotionally disabled (ED) students the opportunity to make historical documentaries in a self-contained special education classroom. Students were diverse in race, gender and disability. Findings indicated documentary making yielded positive outcomes for students as well as for the teachers. By selectively appropriating desktop documentary making technology, teachers engaged students in a technology-based project. Documentary making also opened opportunities for teachers’ close interaction with students, while still managing a potentially disruptive classroom. Students, who struggled with reading and writing, completed an engaging, lengthy, complex history project and exercised historical thinking skills. This study has implications for using documentary making technologies for engaging and refining students’ historical thinking skills.

This article analyzes a classroom project that integrated desktop documentary making with an educational foundations course in order to foster empathetic development in pre-service teachers toward unfamiliar cultural groups. The project required each tertiary student in the course to create a desktop documentary about the school experience of a cultural group with which they did not immediately identify with. The findings indicate that half of the students in this project displayed empathetic development with regard to their chosen topics, using their encounters with imagery and stories to link their world with that which was unfamiliar. Additionally, as a result of the compositional process, several students became advocates for their assigned cultural group, carrying this sentiment with them as they progressed to become teachers. Implications of this study, including possible approaches toward improving this project’s effectiveness in achieving its aims, are discussed.

As firms seek to prosper in a fiercely competitive global economy, cooperative inter‐firm alliances among members of the value chain are increasingly being forged. In the area of marketing channels, strategic alliances among international channel partners have become the norm as well. Thus, identification of inter‐firm influence strategies – such as different leadership styles – used by the channel captain to motivate international channel partners becomes increasingly important. More specifically, in administering a firm’s marketing channels, participative, supportive, and directive leadership styles may be effective in eliciting channel partners to exert higher levels of motivation, which, in turn, may be associated with higher levels of performance. The linkages among leadership styles, motivation, and performance are empirically examined on data drawn from a sample of automobile distributors in the USA, Finland, and Poland. International channel management implications are discussed, limitations of the study are identified, and directions for future research are suggested.

A conceptual model was developed of distribution channel members′ manifest conflicts and their satisfaction. From this model, hypotheses are generated, aimed at untangling the causal relationship between these two constructs. Both a meta‐analysis of previous research and this first longitudinal study of distribution channel behaviour in the aircraft industry in North America of distribution channel behaviour uncovered a negative, contemporaneous relationship between satisfaction and conflict. Empirical study in the channel for an industrial product found the effect of channel member satisfaction over time to be mediated by the extent of manifest conflict. The impact of manifest conflict was found to be mediated by the degree of channel member satisfaction. In other words, channel member satisfaction and manifest conflict within the channel were both antecedents and consequences of each other.

This issue is a selected bibliography covering the subject of leadership.

This study empirically explores one of the important channel issues – the relationship between various channel support given to channel partners and the perceived (by managers) goal‐orientation of a firm. Results from an emerging market, India, indicate that perceived orientation towards both profitability and market share is not associated with any of the channel support considered. Growth orientation however is strongly associated with most of the channel support activities – both business (e.g., business advice, pricing and ordering assistance, and personnel training) as well as marketing (advertising support, sales promotional material, and inventory management assistance) oriented activities. In contrast, perceived sales volume orientation is only associated with advertising support and business advice, however, the relationship is negative. These findings have interesting implications for channel management and channel motivation.

Extant research has demonstrated that marketing channel control can produce both positive and negative effects. This paper aims to use meta-analysis to understand potential sources of those heterogeneous effects. This research also identifies areas in need of future research to help deepen the understanding of marketing channel control.

This study uses meta-analysis to quantitatively review some of the methodological factors that might explain conflicting results uncovered in previous empirical studies.

The results generally show a positive relationship between process and output control and their studied correlates. They also show that the effects of process and output control vary by the methodological factors used to study them. In particular, the effects of process and output control appears to be stronger in industrial (vs consumer) markets, service (vs goods) industries and in studies conducted in non-Western (vs Western) cultures; and output monitoring measures appear to be more effective than output control measures, yet process monitoring appears to be less effective than process control in marketing channels.

This original meta-analysis review of the literature on organizational control in marketing channels shows that the effects of process and output control vary according to the research context investigated as well as the specific measure of control used. The paper presents an agenda to guide future research on this topic to more fully develop knowledge of organizational control in marketing channels.

There has been a steady increase in the amount of research and theorising in the area of interorganisational research, especially with regard to buyer‐seller arrangements in marketing channels (Andersen and Narus 1990, Bergen et.al., 1992, Boyle et.al., 1992). Alternative interorganisational governance models, such as joint ventures, strategic alliances, and sole‐sourcing are the reality of modern business management (Borys and Jemison 1989, Buckley and Casson 1988), and so interfirm governance has become a strategic management issue. The much‐cited work of Porter (1985, 1991) has focused on the optimal linkage of interfirm activities, and regards the planning and governance of interfirm relations as an important competitive strategic issue, a point reiterated by Heide (1994). The issue of channel relationships has been one of concern for both practitioners and academics, and theories such as those of transaction cost analysis (TCA), agency theory, and relational norms have on the one hand shed much light on the problems, and on the other provided a fruitful backdrop to much empirical research. Less attention has been given to the effects of time on these notions, both in the literature and in empirical research. In this article we provide an overview of the theories, and attempt an integration. The purpose of this article is to focus on transaction cost economics (TCE) and relational exchange theory to provide an overview of the areas of interorganisational research where relationships play a role. A number of areas where the theories diverge and converge are outlined. More importantly, we endeavour to bring the effects of time into consideration, and to develop propositions for further research.

In their chapter, Rupp, Bashshur, and Liao (this volume) have made an impressive contribution to the literature on multi-level justice. These authors have provided both a precise conceptual definition of justice climate and a measurement strategy (referent shift) that will greatly smooth the progress of future empirical inquiry. The goal of this commentary is to expand these important ideas by moving in two directions. First, we discuss what it means to be an individual when justice is experienced as a member of a team. Toward this end, we describe research on social identity theory and social categorization theory, emphasizing how these paradigms could further increase our knowledge. Second, we discuss two new manifestations of multi-level justice that have hitherto been neglected: intraunit justice (group perceptions regarding how team members generally treat one another) and interunit justice (perceptions regarding the way one group treats another). All of these multi-level justice concepts are organized into a new taxonomy.

Looks at ways software quality can be monitored and improved. Emphasizes the ability to deliver a software warranty by implementing the methodologies of statistical quality control in the software development process. Defines the quality of software, lists quality control activities and outlines the incomplete software life cycle. Provides a case study and looks at the economic value of warranty provision. Concludes that to work it must have good management but it could provide real changes in quality.