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This paper aims to look at how organisational partnerships balance knowledge exploration and exploitation in contexts that are rife with paradoxes. It draws on paradox theory to examine the partnership’s response to the explore-exploit relationship.

A multiple interpretive case study was used to examine international partnerships in three African countries. These partnerships were between international (Northern-based) non-governmental organisations and local African non-governmental organisations.

The research finds that within the partnership, knowledge exploration and exploitation exist as a duality rather than a dualism. This is supported by the acceptance and confrontation of paradoxes of performing and belonging. However, macro-level paradoxes of organising linked to power, culture and epistemologies inhibit further effective confrontation of the explore-exploit paradox.

The findings can help managers working in international development organisations to understand how learning is enabled and constrained in partnership-based programmes.

The study provides a novel contribution to knowledge management by applying the paradox perspective to the explore-exploit relationship. This paper extends previous work by drawing on the levels and repertoires present in the paradox perspective to understand how knowledge exploration and exploitation can be mutually reinforcing and can exist as a duality.

In the March/April issue of Consumer Affairs which reported the EEC Symposium of Food, Food Technology and Nutrition Labelling held in London earlier this year, John McKenzie is quoted as saying, ‘Food habits are changing: for economic reasons, (improved capacity to buy the foods the individual wants), because society is constantly changing (parenthood, changing jobs or houses stimulate change), and because of the changing trends in food imagery.’ Professor McKenzie said he omitted nutrition education and advertising as factors, because of his primary thesis: ‘If food consumption patterns change, they usually change because the consumer wants them to. This is very different from persuasion to change because nutritionists, government agricultural economists or legislators want them to change.’ And here I would add food manufacturers using mass media advertising.

This paper aims to analyze the moderating effect of technological turbulence caused by artificial intelligence on the relationship between the traditional knowledge management strategies of personalization (tacit knowledge) and codification (explicit knowledge), and organizational improvisation, which refers to the firm's ability to generate ideas and respond to changes in the technological environment in real time. Until now, individuals have played a key and indispensable role in organizational improvisation since they are the owners of tacit knowledge and users of explicit knowledge.

The research model was tested in a sample of firms from sectors in which the adoption of intelligent robots is growing.

Both personalization and codification have a positive and significant influence on improvisation, the former to a greater extent. Nevertheless, when technological turbulence caused by artificial intelligence occurs, the relationship between personalization and improvisation is weakened, whereas the link between codification and improvisation is strengthened.

Contrary to the pre-digital literature consensus, explicit knowledge is becoming the new major driver of organizational improvisation, while tacit knowledge sharing is losing strength and relevance. This finding may be a first indication that intelligent robots are the new exponents of improvisation for their ability to respond to changes in the environment in real time because of a combination of explicit knowledge, beyond being a mere support tool for humans.

This monograph reports on the strategic and operational roles of learning and development (L&D) professionals in Irish, UK European and US organisations including multinational corporations, small to medium enterprises, the public sector and not for profit organisations. This paper aims to investigate the contextual factors influencing L&D roles in organisations, the strategic and operational roles that L&D professionals play in organisations, the competencies and career trajectories of L&D professionals, the perceptions of multiple internal stakeholders of the effectiveness of L&D roles and the relationships between context, L&D roles, competencies/expertise and perceived organisational effectiveness.

The study findings are based on the use of multiple methods. The authors gathered data from executives, senior managers, line managers, employee and L&D professionals using multiple methods: a survey (n = 440), Delphi study (n = 125) and semi-structured interviews (n = 30).

The analysis revealed that L&D professionals increasingly respond to a multiplicity of external and internal contextual influences and internal stakeholders perceived the effectiveness of L&D professionals differently with significant gaps in perceptions of what L&D contributes to organisational effectiveness. L&D professionals perform both strategic and operational roles in organisations and they progress through four career levels. Each L&D role and career level requires a distinct and unique set of foundational competencies and L&D expertise. The authors found that different contextual predictors were important in explaining the perceived effectiveness of L&D roles and the importance attached to different foundational competencies and areas of L&D expertise.

This is one of the few studies to have investigated the L&D professional role in organisations from the perspective of multiple stakeholders using multiple research methods.

The first may be described as the reminder role, in which advertising acts as a memory jogger, reminding people of what they may have forgotten. ‘Don't forget the x, y or z!’ is a common theme, but there is also a more subtle interpretation of the reminder role and that is to tap a more complex and deeply rooted set of beliefs and feelings, that have become submerged or superceded. A good example of a campaign designed to do this is the current campaign for bread.

While service scholars see modularisation as balancing the efficiency of standardisation with the value added through customisation the relationships between these concepts are under-theorised. In addition, although information and communication technologies can facilitate all three service strategies, the degree to which they codify service knowledge is not explicitly considered in the extant literature. The purpose of this paper is to develop and validate a model that examines service strategy trajectories by specifically considering the ICTs used and the degree of knowledge codification employed.

This study draws on three qualitative case studies of service departments of firms involved in cardiovascular applications, orthopaedic, spinal and neuroscience product development and information technology support. Data collection involved semi-structured interviews, document analysis and non-participant observation.

Findings show that ICTs were increasingly used to codify both standardised and customised services, though in different ways. For standardised services ICTs codified the service process, making them even more rigid. Due to the dynamic nature of customised services, drawing on experts' tacit knowledge, ICTs codified the possessors of knowledge rather than the service process they undertook. This study also identified a duality between the tacit development of customised services and modular service codification.

The model is validated using case studies from three companies in the medical and information technology sectors limiting its generalisability.

The importance of considering the degree of tacitness or explicitness of service knowledge is important for service codification. The paper provides managers with empirical examples of how ICTs are used to support all three strategies, allows them to identify their current position and indicates possible future trajectories.

The papers main contribution is the development of a model that integrates the literature on service strategies with knowledge management strategies to classify service standardisation, customisation and modularisation in terms of both service orientation and degree of ICT codification.

The purpose of this paper is to explore the nature of marketing communications of British shipping lines in the period from c.1840 to c.1970 to establish the extent to which these outputs reflect extant scholarship which points to the lack of innovation as a key reason for the demise of these lines.

The research is built on a survey of >450 posters plotting the shifting nature of advertising messages over this long period in response to the market. This is supported by reading trade press contemporary to the period to establish broader trends in marketing and whether this product sector was aberrant.

What is revealed is a generally static response in the promotion of British shipping lines throughout the timeframe, at odds with trends elsewhere. What stands out is the widespread criticism of the time singling out the shipping poster. This suggests an advanced appreciation of the role of the poster and the effectiveness of promotional messages focussing on emotions- versus a product-centred approach.

Whilst there is an established literature which suggests that the British merchant marine was hamstrung by a pattern of family ownership making adaptation slow, no research to date has expressly read marketing as a window onto that culture. This paper shows that whilst there may have been change within the sector which these British shipping lines responded to, when it came to presenting themselves in public via their communications strategy, they adopted a staid, conservative approach. British shipping lines, throughout the period, had a very fixed idea about who they were and what best represented their business irrespective of dramatic shifts in attitudes concerning how best to reach consumers. Interrogating promotional material, and particularly the ubiquitous shipping poster, provides another insight into the conservative and debilitating corporate culture of British shipping.

The number of years a person has lived is a poor indicator of their self‐perceptions, attitudes and behaviours. For these reasons, gerontologists have looked to alternative measures of age, including self‐perceived or subjective age. While American researchers have built up a body of knowledge pertaining to self‐perceived age for more than half a century, little is known about the concept in the UK. This paper presents the findings of an empirical study into the self‐perceived age of a group of UK citizens (n = 356) aged 50‐79 (mean age 60.2 years). Using the cognitive age scale, respondents were asked how old they perceived themselves to be on the dimensions of feel, look, act and interests. Overall, respondents indicated a self‐perceived age of more than 10 years younger than their chronological age. These results suggest that the phenomenon is at least as extensive as in the US, where it is frequently argued that youth is valued over age. Policy and practice implications are discussed.