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This study reviews the construct of analogy as an individual communication mode, examining its relationship with cross-understanding in knowledge-diverse teams. The authors theorize that analogy use enhances team information processing beyond mere communication frequency through bridging knowledge differences across team members. The authors propose that analogies will have a direct relationship to knowledge application, and an indirect effect via cross-understanding. However, communication frequency will have only an indirect effect on knowledge application through cross-understanding.

The authors sampled a 49-member team with 14 subteams, yielding 146 usable dyadic relationships. Two mediation models were estimated while using linear mixed-effect models in SPSS.

The results confirm the importance of analogies and cross-understanding in teams, generally supporting the hypotheses. Mere communication frequency was not related to knowledge application, indicating that “how you say it” may be more important than how often a team member speaks.

This research explored these constructs through a three-week project in a sample of graduate students working with a real-world client. Future research could explore the validity of this model in other organizational settings and test the analogy construct on the team level.

The effectiveness of team member communication should be measured not only as frequency but also in terms of analogies to transmit meaning.

This paper contributes to an understanding of teams as information processors by building empirical support for the utility of analogical communication in design teams, establishing the relationship of analogies to cross-understanding and knowledge application.

From 1953 to 1961, the South Korean economy grew slowly; the average per capita GNP growth was a mere percent, amounting to less than $100 in 1961. Few people, therefore, look for the sources of later dynamism in this period. As Kyung Cho Chung (1956:225) wrote in the mid‐1950s: “[South Korea] faces grave economic difficulties. The limitations imposed by the Japanese have been succeeded by the division of the country, the general destruction incurred by the Korean War, and the attendant dislocation of the population, which has further disorganized the economy” (see also McCune 1956:191–192). T.R. Fehrenbach (1963:37), in his widely read book on the Korean War, prognosticated: “By themselves, the two halves [of Korea] might possibly build a viable economy by the year 2000, certainly not sooner.”

In a recent paper (Fiorito & Vernengo, 2009), the present writers have dealt with John Maurice Clark's contribution to macroeconomics in the 1930s with a special, but not exclusive, emphasis on its relationship to the Keynesian revolution. The general framework of Clark's aggregate analysis can be traced in a series of scattered contributions centering on the efficacy and consequences of countercyclical fiscal policy. Albeit offering a qualified support for a program of public works, Clark was concerned with the inflationary consequences of Keynesian policies, once the economy approached full employment. Clark was also dissatisfied with those interpretations of the income flow analysis, which came to be known as “Hydraulic Keynesianism” that led to the development of the so-called neoclassical synthesis.

Hitting the million tonnes mark for SCM Chemicals‐Europe's chloride process plant has led to two Humberside charities seeing spin off benefits thanks to the Stallingborough based company and one of its customers, Flixborough based Jotun‐Henry Clark Ltd.

When operations are consolidated to simplify product lines and to gain efficiencies in practices and marketing, can the brand identities also be consolidated? This was the question that IBM PC Division marketers faced. This article explores their approach to answering it. Key factors addressed by the team tasked with this project, included: value is moving beyond just providing products to providing value that improves the customer’s business; branding and business strategy are inextricably linked; and look for opportunity out of adversity. This was the chance to meld several disparate brands into a family. Strategically this reenergized IBM in the personal computer space and enabled them to send a new message to the marketplace. Tactically this improved marketing communications efficiency because the investment supported a single message and family of offerings.

This Masterclass considers the lessons of two recent important books have contrasting but complementary insights to offer to company leaders and strategists on how to improve the odds for developing successful innovations in response to game changes in markets.”

In Dual Transformation: How to Reposition Today’s Business While Creating the Future (2017), disruptive innovation experts, Scott Anthony, Clark Gilbert and Mark Johnson offer corporate leaders a “dual transformation” template for simultaneously repositioning the traditional core business in the face of disruptive change, while also creating new businesses to harness the growth potential typically unlocked by such disruption. In The Power of Little Ideas: A Low-Risk, High-Reward Approach to Innovation (2017), innovation guru, David Robertson, and his collaborator, Kent Lineback, offer companies a “third way” for coping with historic market inflections by innovating around a core product to make it more compelling, rather than having to choose between attempting the radical or incremental innovation of the product itself.

The most powerful message that both books featured in this masterclass have to offer is that while it may be true, as they go on to observe, that large companies can’t innovate faster than the market, they can learn “to innovate better than the market,” through more imaginative use of legacy products, platforms and assets.

A “third way” to cope with market disruption is based on innovating around the core product, by surrounding it with a set of complementary innovations, rather than re-featuring the product itself. All of the complementary innovations operate together with the product “as a system or family to satisfy a compelling promise to the customer.”

Both Dual Transformation and The Power of Little Ideas, present different, but far from mutually exclusive, innovation strategies that can help many more great companies to survive disruptive competition.

The purpose of this paper is to present historical research on marketing practices in department stores of the 1880-1930 period using primary source records from Australia.

The paper draws from primary records including retail trade journals, mass circulation newspapers, and other contemporary sources, but mainly from the archives of The Master Retailers' Association (MRA). The MRA was the dominant industry employers' organisation in Australia, and possibly the first retail association of its kind in the Western world. Secondary sources have also been used to supplement the primary records, and to provide context, and cross-cultural comparisons.

The findings demonstrate the antecedents of a range of marketing practices that today we presume are modern, including sales promotion, trade promotion, direct mail, destination retailing, advertising, and consumer segmentation. This supports other scholars' research into marketing's long history.

This paper contributes original knowledge to the neglected field of Australian marketing history and connects the pioneering practices of retailers to the broader field of marketing. While some outstanding retail histories exist for the USA, UK, and France, the Australian story has remained largely uncovered.

To provide a concept for a different policing organizational model, founded upon democratic policing principles and a victim‐centered philosophy, which may be more useful for a postmodernist society.

The paper presents an alternative model of policing; based upon a literature review of authoritative material concerning the postmodernist environment, the historical background of policing, police organizational research, and the philosophy of victim‐centered policing.

The paper presents a literature review, which identifies that the bureaucratic model of policing may no longer be functional for policing post‐modern society and inconsistent with modern governance principles. A more democratic heteronomous model of policing, where management determines the broad philosophical principles and co‐ordination of tasks while the policing practitioner makes localized decisions, may improve organizational effectiveness. A philosophy of victim‐centered policing may assist in achieving a policing legitimacy and the development of a new administrative approach. An existing model of this new approach may be found in the community beat officer, which is currently operating in many jurisdictions.

The implementation of the principles espoused in this paper may improve the policing legitimacy in heavily fragmented societies, reduce deviant behavior by police officers while increasing job satisfaction, support restorative justice issues for victims, and assist the maintenance of public order.

The paper may be of value of policy‐makers, police administrators, police union officials, anti‐corruption units, and criminal justice academics/practitioners.