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The food industry and its associated agricultural production have very significant global environmental and social impacts. The purpose of this study is to apply and evaluate the use of institutional theory and extended resource-based view (ERBV) to sustainability in food manufacturing and its supply chains. This will provide an understanding of the pressures that facilitate sustainability responses in food manufacturers and their supply chains.

An investigation of the Nespresso company and a multinational confectionery company were used to highlight the pressures that an organisation can face with respect to sustainability and demonstrate its responses using institutional theory and ERBV.

Based on ERBV and institutional theory, the authors developed an integrated conceptual framework that is readily applicable to food manufacturers and their supply chains and improves our understanding of how they react.

To the best of the authors’ knowledge, this is the first time that both ERBV and institutional theory have been used to evaluate sustainability in food manufacturers and their supply chains. It is also the first time that the sustainability responses of the Nespresso company and another food manufacturer have been evaluated using these combined theories and this should improve our understanding of how these theories interact.

This paper aims to investigate whether Japanese manufacturing multinational enterprises (MNEs) maintain local legitimacy in their host countries through adequate informing of local stakeholders with targeted corporate sustainability (CS) reporting.

The paper first identified specific CS activities that were considered important in four Association of Southeast Asian Nations host countries, through semi-structured interviews with 58 participants of 16 Japanese manufacturing MNEs. The degree of establishment of local legitimacy was then measured through the number of references made to these CS activities and other activities specific to the respective host countries in the CS reports of the MNEs across a five-year period.

The majority of MNEs in the sample were under-reporting items of specific interest to localhost country stakeholders potentially undermining the MNEs’ image. There were found to be differences on the topics published in CS reports compared to those mentioned in the interviews indicating potential issues with regard to internal communication between the subsidiary and headquarters offices.

A novel approach is taken to investigate the degree of local legitimacy established by MNEs through comparing the contents of interviews held at subsidiaries with their respective CS reports. This paper highlights the importance of considering MNE subsidiaries when addressing Target 12.6 of the Sustainable Development Goal 12: responsible consumption and production.

The purpose of this paper is to explore the synergies, similarities and differences between entrepreneurship and innovation education and training programs, with the aim of challenging the context of such programs.

This study utilises an extensive review of extant literature in the fields of innovation, entrepreneurship and education. The literature, propositions and discussion are intended to provide a bridge between entrepreneurship and innovation education and training programs and seek to address the scientific legitimacy of these education and training disciplines as separate, yet integrated disciplines.

Identifies a need to reconsider the diversity and relationship between innovation and entrepreneurship education and training, primarily from contextual, theoretical, measurement, distinctiveness, content, pedagogical and typology points of view. The range of multiple teaching models and learning processes to embrace in various contexts.

The propositions allow for the combination of teaching initiatives in a theory-driven framework and their applicability to specific entrepreneurship and innovation education and training situations.

The authors’ contribution identifies the synergies and differences between entrepreneurship education and training programs. The propositions highlight areas of contextualisation and practice-based view application, to adopt specific learning initiatives between constructs.

The authors address a gap in the literature regarding the delineation of entrepreneurship and innovation education and training, which has thus far remained sparsely addressed in the education and training literature. The authors provide a practice-based view of propositions, developed for future testing.

A number of studies across a variety of disciplines call for further research investigating the factors that influence performance measurement (PM) systems and practices. Despite management control systems (MCS) comprising performance measurement as one of its elements, the influence of MCS on PM systems and practices has received little attention. This study attempts to address this need by examining the associations between MCS and PM practices through a survey of large Australian organisations, with MCS characterised in terms of Simons’ (1991; 1995) levers of control (LOC) framework and the objects-of-control (OOC) framework (Emmanuel et al., 1990; Merchant and Van der Stede, 2007). We find that MCS approaches and the specific LOC and OOC that these comprise influence both the purpose for which PM systems are used and the selection of KPIs, but has little influence on the use of benchmarking. Also, diagnostic MCS are associated with the design of causally structured PM systems while results-focused MCS are linked with an absence of structure. Adding to the findings are evidence that interactive LOC are not associated with strategic learning, validation and the use of causality in PM systems.

The purpose of this paper is to examine the changing cultural values that influence the perception of managers to leadership excellence in their organisations in Singapore.

Summated scales for the importance of excellent leader, personal qualities, managerial behaviours, organisational demands and environmental influences were developed using most of the items categorised by Selvarajah et al. (1995) and several other items rated highly in this study. A structural model was constructed to explain the relationship in excellence in leadership.

In all, 249 managers, from the three main ethnic groups: Chinese, Indians and Malays participated in this research. The findings suggest that ethnic differences are not strong determinants of managerial values in organisations in Singapore. However, gender is seen as a differentiating factor in the behavioural values of Singapore managers.

This study is purely an exploratory study and the size of the sample is not large enough to create purposeful causal relationships. Certainly the effect of ethnicity on the study should be explored further with a larger sample.

Singapore is a highly globalised country that attracts international investments. Statistics in Singapore clearly suggests that there is a sharp increase in women managers in employment. Therefore, understanding the changing behavioural values of managers of both sexes are important for a foreigner engaging with Singapore nationals.

This is the first study that looks at behavioural values of Singapore managers with regard to leadership excellence. The masculinity-femininity dimension is pronounced in the gender split.

The purpose of this paper is to rethink the historical emergence of relationship marketing using the work of an early economics writer.

The approach of the paper is a historical review.

It is demonstrated that Eddy's major publication, The New Competition, articulates an argument central to relationship marketing, in terms of the value accorded to inter‐firm relationships. In doing so, this paper extends the work of Keep et al. on relationship marketing and Hollander's own reflection on the nature of competition.

Commensurate with studies that explore the “dark‐side” of relationship marketing, this paper shows how close organizational relations do not necessarily increase the efficiency of the market.

This paper undermines the argument that relationship marketing emerged in the 1970s. It thereby adds further weight to the idea that relationship marketing is not a new paradigm in marketing theory or business practice.