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The purpose of this paper is to present a strategy for estimating an individual’s risk of alcohol, cigarette and cannabis use that relies on an assessment of an adolescent’s age, gender and attitude.

The authors assembled surveys from 35,987 11-17 year-olds from 36 databases to examine the relationship between attitude and behaviour.

Attitudes were strongly correlated with concurrent use of alcohol, drunkenness, smoking and cannabis, with correlations of −0.555, −0.517, −0.552 and −0.476, respectively. Logistic regression provided a means for using age, gender and attitudes to estimate an individual’s risk of engaging in substance use behaviour. Developmental changes in attitudes were estimated by analysing changes in scores associated with percentile rankings for each age and gender group. Projected year-to-year changes in attitude were used as a heuristic for estimating future risk.

Analyses relied on cross-sectional panel data. Analyses would benefit from longitudinal data in which age-related changes in attitudes could be more precisely modelled.

Information about estimated current and future risk may prove useful for motivating the adoption and implementation of effective prevention approaches by parents and care providers.

The authors present a novel method for estimating an individual’s risk of substance use knowing attitude, age and gender.

The purpose of this research is to outline and investigate a set of five experience elements from neuroscience research labeled SCARF that could impact the quality of perception, evaluation and engagement of executives, managers and employees in business-to-business (B2B) companies during and after the COVID-19 pandemic. The proposed experience elements are perceived status, certainty, autonomy, relatedness and fairness. The authors demonstrate that all five elements are influential factors in B2B employees’ workplace environment during the COVID-19 pandemic. The authors outline several specific managerial implications and describe how companies can make better decisions related to several important market crisis decisions via a growth mindset built on the five experience elements. The authors also pay attention to implications to several B2B areas of research focus, including salesforce management and buying/supplier relationships.

The authors first examine existing B2B research to gauge if the five elements have been examined in B2B business contexts. They then analyze a combination of quantitative and qualitative survey data from 335 employees of different B2B companies to see if the five experience elements surface in discussion on how the pandemic has impacted their work experience and careers.

The authors find that several B2B research studies have looked at each of the individual components of the SCARF model, but none of them have yet included all five elements together in research or looked at them in the context of COVID-19. The results of analysis of surveys from employees in 335 B2B companies provide strong evidence that all five elements are influential factors in B2B employees workplace environment during the COVID-19 pandemic.

This study contributes to prior research focusing on how B2B companies can thrive during and after the COVID-19 pandemic. The research offers valuable practical insights and detailed examples of how to apply a set of five elements/experiences that industrial and business-to-business organization leaders should adopt in their conscious decision-making evaluation and in their communications with employees, suppliers and customers during and after the pandemic.

This paper outlines ways in which struggling ethnic minority entrepreneurial service ventures and their owners might respond to unforeseen economic and social shocks. Interviews with owners of Bangladeshi Curry Houses in the United Kingdom — whom historically have lower performance rates compared to other ethnic minority businesses in the country — reveal that the entrepreneurs' response strategies undertaken to survive and remain in the business despite the challenges faced from operating in a turbulence environment.

The authors conducted depth phone interviews with owners of Bangladeshi Curry Houses in London during January and February of 2021. The Gioia methodology was applied to the interview scripts to identify which crisis themes exist.

Despite no advanced educational training, Bangladeshi owners have applied all of the different crisis management techniques present in larger companies: retrenchment, persevering, innovation, and exit. Although the results show that government schemes aimed at helping small businesses have contributed significantly to their survival, concerns regarding the post-health crisis situation remain challenging and threatening for their growth and survivability.

The results indicates that the ethnic minority owned small and medium-sized enterprises (SMEs) are less likely to plan for the future operations; furthermore, they tend not to have formulated a strategy for dealing with an external shock hence affecting and threatening their performance and competitiveness in the marketplace.

The purpose of this paper is to provide a more complete theoretical model of retail e‐learning assessment module use. The location (i.e. onsite versus offsite) of assessment and prior experience is treated as moderators between motivation/intention, uses, and value; and differences between subjective and objective value are investigated.

An exploratory, semester‐long, single‐course experiment was conducted using students (n=37) from Mexico and the USA enrolled in a retail‐focused marketing course at a university located near the border between the two countries.

Extrinsic and intrinsic motivations predict participants' use of e‐learning assessment modules. The objective and subjective value of assessment is strongly impacted by the individual's prior performance. Location of assessment moderator is significant.

In addition to focusing on intrinsic and extrinsic motivations, retailers should also consider the possibility that prior experience and location of assessment can affect use and value. Prior experience levels of the participants were found to affect use. Retailers are cautioned not to assume mistakenly that increased use of e‐learning assessment modules results in lower performance. Rather, people that performed better in the past are less likely to use the modules. It is also found that when individuals can take the assessments offsite (e.g. at home, on the road), there is a positive impact on both objective and subjective performance. Retailers should examine the potential of permitting employees to take assessments from home (over the internet) or other remote locations.

The paper highlights the fact that many retailers have adopted e‐learning assessment technologies that include options for either onsite assessment (e.g. kiosks/PCs in human resource/training rooms) or offsite assessment that operations management and corporate staff can perform outside the office. However, little is known about what motivates people to use e‐learning assessment, and how it affects performance across these two locations for assessment. Moreover, knowledge of how location of use influences the relationships is currently missing.

This paper aims to evaluate the evolution of buyer‐supplier relationships from adversarial toward relational, or service‐centered, emphasis for large‐scale organizations.

This paper uses the historical method to review historical changes through synthesized qualitative (i.e. field notes and industry interviews) and quantitative (i.e. company reports, Compustat queries, trade reports, and survey) research.

Technology and information sharing in B2B relationships engender integrated value chains. Within these value chains, service‐centered view of B2C relationships have been adopted in B2B relationships, resulting in changes in supplier roles and how they are measured.

By focusing on large scale buyer‐supplier relationships within supply chains (e.g. Wal‐Mart, Royal Phillips, ElecSound, China Minmetals, The People's Republic of China), which may affect the generalizability to small‐business applications, this paper provides some guidance on which customer levels (in a value chain) an organization should focus. The evolution of buyer‐supplier relationships towards more cooperative relationships results in changing roles such as co‐managed inventory, where suppliers are authorized to write themselves orders.

This paper is a very useful source of information for practitioners and educators about recent trends in large‐scale buyer‐supplier relationships, including slotting allowances, co‐managed inventory practices, and selling teams. It also provides a buyer‐seller trust matrix that can be used for teaching or developing relational strategy in organizations and classrooms.

This paper provides description of changes in sales force roles and measures, including the roles of responsiveness, empowerment, trust (both supplier and supplier representative), and information sharing not previously found in the literature. Survey research establishes the external validity of the qualitative research.

Gives introductory remarks about chapter 1 of this group of 31 papers, from ISEF 1999 Proceedings, in the methodologies for field analysis, in the electromagnetic community. Observes that computer package implementation theory contributes to clarification. Discusses the areas covered by some of the papers ‐ such as artificial intelligence using fuzzy logic. Includes applications such as permanent magnets and looks at eddy current problems. States the finite element method is currently the most popular method used for field computation. Closes by pointing out the amalgam of topics.

The purpose of this paper is to conduct an exploratory study of potential business-to-business (B2B) customers that includes an empirical analysis that investigate the effect that customer entertainment has on customer suspicion toward the salesperson, and how those negative attitudes are influenced by the relationship stage and the perceived cost of the event.

Using an experimental design, data were collected from 105 potential customers working in a B2B environment that assessed their attitudes regarding offers of varying levels of customer entertainment across differing stages of the relationship.

Results demonstrate that B2B customers have important perceptions regarding the perceived cost of customer entertainment offers by salespeople. Those evaluations resulted in a positive relationship between customer attitudes of suspicion toward the salesperson and the perceived cost of the entertainment event. However, the stage of the relationship tended to ameliorate suspicious attitudes of customers, although not in a completely symmetrical manner.

Additional testing with larger sample populations would better solidify the existence of the relationships.

This study provides a framework for practitioners that gives direction to the strategic use of customer entertainment such that it acts as a relationship catalyst, and not a relationship poison.

The paper uses a customer perspective to fill a need to better understand the instrumental role of customer entertainment in relationship marketing, and how it interacts with the perceived cost of the event and relationship stage to create differing customer attitudes.

The purpose of this paper is to present a conceptual framework that provides insights into major environmental and organizational forces underlying greater levels of organizational responsiveness to the environmental sustainability imperative by a growing number of firms, worldwide.

The paper is conceptual in its focus, and the proposed framework builds on extant literature from multiple literature streams.

Societal progress toward environmental sustainability is a shared responsibility of consumers, corporations, and the government at various levels. A potential avenue for societal progress toward environmental sustainability is fostering a macroenvironment that is conducive to the elimination of consumption certain products, reduction in consumption certain other products, and redirection of consumption of still other products from ecologically more harmful to ecologically less harmful substitute products (and relatedly, demand elimination, demand reduction, and demand redirection).

An implication for corporate sustainability responsibility is that firms while planning and formulating strategies for increasing their market footprint must also concurrently plan and formulate strategies for decreasing their environmental footprint. An implication for government sustainability responsibility is that even under conditions of high levels of commitment by a large and growing number of firms and consumers to engage in environmentally sustainable behaviors, in the absence of supporting infrastructure for engaging in such behavior, they may find it necessary to engage in environmentally unsustainable behaviors.

Issues relating to environmental sustainability have been the focus of a large body of recent research in a number of academic disciplines including marketing. A cursory examination of numerous articles published in scholarly journals on issues pertaining to environmental sustainability, and in the business press pertaining to the myriad environmental sustainability initiatives of firms worldwide is indicative of its growing importance.