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While research on outcome‐based control systems (and rewards) have been shown to lead to unethical behaviour, the same cannot be said when the research focuses on specific outcome‐based control systems. Both the positive and negative research focused on the effects of moderators on the outcome‐based control system and unethical behaviour link. The relationship was dependent on ethical climate, personality traits, and internal communications. While research yielded a slightly positive result, it was shown that ethical climate was likely a stronger contributor to ethical behaviour. The influence of client fee expectations, the influence of an audit program and unethical auditor behaviour was examined. Further research was necessary to see how people of different ages responded in terms of ethics. While the empirical research did not provide a complete positive link between outcome‐based control systems and unethical behaviour, it did show that the relationship could exist and was dependent often upon other factors, such as the ethical environment of the organisation. The purpose of this article was not to show that outcome‐based control systems are always going to drive employees to behave unethically, but that these systems can lead to unethical behaviour.

The purpose of this paper is to explore the extent to which a marketer’s own priorities as a consumer infiltrate workplace decision-making and how this contamination influences the creation of potential value for the end consumer. The “black box” of the organisation is opened to investigate potential value creation at an individual/manager level of analysis.

The authors gathered in-depth qualitative data from amongst marketing managers and directors in the UK, Australia and the USA. The authors theorised these data through boundary theory to develop an integrated producer-as-consumer potential value creation model.

The paper reveals the dynamic interplay in marketing/production decision-making between the individual’s consumer-self, manager-self and the external interface with the organisation.

The producer-as-consumer potential value creation model illuminates the complex role of the firm and its individual managers in the creation of potential value and identifies contingencies that result in a spectrum of possible potential value creation outcomes. These contributions are positioned within the marketing value creation and co-creation literatures.

Marketing organisations/managers may find this research useful when considering the benefits and drawbacks of integrating managers’ consumer-self insights into workplace decision-making and the creation of potential value for the end consumer.

This paper moves value creation/co-creation theory forward by revealing the dynamic potential value creation process and presenting a fluid representation of producers-as-consumers, at individual manager level. This paper is of interest to academic and marketing practitioner audiences.

Air Commodore F. R. Banks, C. B., O.B.E., C.Eng., C.G.I.A., F.R.Ae.S., Hon. F.A.I.A.A., F.Inst.Pet., M.S.A.E., Commander of the Legion of Honour (France), Commander of the Legion of Merit (U.S.A.), R.A.F. (retd.), has taken office as President of the Royal Aeronautical Society succeeding Prof. D. Keith‐Lucas, M.A., C.Eng., F.R.Ae.S., (Professor of Aircraft Design, College of Aeronautics, Cranfield).

As a result of reorganisation within the Company, AVX Limited have appointed Keith France as General Manager, Sales and Marketing. Previously General Manager, Sales, Europe, Mr France now assumes the added responsibility for the marketing of AVX products throughout Europe.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Results of experiments by research experts in the food value of canned foods will shortly be published by the Ministry of Agriculture. According to the Ministry the point has now been reached when canned foods may be said to sell on their own merits, and not as a mere substitute for fresh foods. The most obvious attribute of canned foods was that they made available a permanent supply of foodstuffs which were otherwise limited to a season, as well as making available to consumers fruits which could not otherwise be obtained in their natural state. In view of the wide range of varieties of canned foods and vegetables now available any generalised statement as to their value was impracticable, but it might be broadly stated that their energy‐producing value, as expressed in calories, was never inferior to that of the same kinds for consumption fresh, or in some other prepared form. Recent research had shown that vitamins were not necessarily destroyed by canning, and indeed some canned foods—for instance, canned tomatoes—might be very nearly as rich in vitamins as the raw product. An outstanding example of the importance of the canned food industry was the market which had been created for British fresh picked peas. Here the farmers had profited by an expanding but controlled increase of acreage under crop, with prices remaining very stable for the last few years. It was probable that the same general tendency would be observable with plums, and with most other canning crops, as the industry developed. In this country an increased consumption of home‐canned goods, if secured at the expense of imported canned goods, or some other imported agricultural commodity, would mean that a new market had been created for British growers, while a similar benefit would be obtained if export markets were developed. This would not be true if home‐canned goods replaced other home‐grown crops, but in this case it might mean a change‐over from an unprofitable to a profitable crop.

AFTER the little flurry of dispute recently whether Sir Keith Joseph should or should not have been invited to address the LA conference in Sheffield this year, the Secretary for Industry has himself withdrawn, on the grounds that he now finds himself obliged to lead an overseas trade delegation at the same time as the conference. Thus hot air doth dissolve into the atmosphere, as Hamlet might have said (but did not).