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One of my major research thrusts over the past 40 years – and particularly since the mid-1970s – has been to construct, and regularly update and refine, an eclectic paradigm (EP) which seeks to identify and evaluate the determinants of international business (IB) activity. Within this activity, a range of operationally testable and specific economic and business theories might be accommodated.

Today's business and organisational community is well‐versed in the conventions of marketing orientation and the new product development process. Each is an integral component of both specialist texts on new product development (Crawford, 1997; Urban and Hauser, 1993; Hisrich and Peters, 1991; Kuczmarski, 1992) and generalist texts (Kotler, 1996; Stanton et al, 1994; McColl‐Kennedy et al, 1994; Kotler et al, 1994; McCarthy and Perrault, 1990). In the specialist texts, the new product development process can vary. For example, Crawford and Kuczmarski emphasise the contextualisation of the new product development process within a broader and preceding strategic or marketing planning emphasis than does Urban and Hauser. At the same time, some generalist work such as Kotler, McColl‐Kennedy et al, and Zikmund and d'Amico (1993) place decidely more emphasis on establishing a difference between the idea screening and product development stages. Nevertheless, the specialist texts concur on the general procedure being a linear one that involves eleven key stages. This is discussed in more detail in section 3.6.

This paper examines popularly accepted approaches to market orientation and compares and contrasts them with currently applied alternative approaches. Approaches to new product development are also discussed. It argues for consideration of the existence of pluralism in the marketing domain, with conventional views on what constitutes market orientation and appropriate new product development practice being at times at odds with what is practised.

The purpose of this paper is to identify and map trends in the Canadian apparel industry (in a global context) and, through the application of Porter's models, establish strategies that could be employed by Canadian small and medium enterprizes (SMEs) in response to the move toward trade liberalisation since the phasing out of the multi‐fibre arrangement.

The literature review established trends in the apparel industry both in Canada and globally. Qualitative research in the form of case studies highlighted apparel suppliers' perceptions of Canada's strengths and weaknesses as a business setting and provided preliminary information on possible supplier activities which provide value and competitive advantage. The analysis of the primary data also allowed the development of preliminary questions, answers to which will further enhance the understanding of clusters and their applicability to Canada's apparel SMEs.

Canada's apparel manufacturing industry is winding down while imports are continuing to grow. At the same time, the Canadian market is not large enough to sustain all the suppliers, thus forcing those who are competitive to export, primarily to the USA, which is Canada's major apparel export destination. The morphology of related and supporting industries to apparel suppliers is changing. The findings suggest that Canada's apparel supply is becoming more of a service and less of a manufacturing industry.

This paper provides an understanding of Canada's position in the global apparel map and ascertains whether competitive cluster strategies exist for the Canadian apparel industry. Furthermore, it sets the stage for further research by identifying knowledge gaps pertaining to the applicability of clusters to the apparel industry and providing data and findings to bridge these gaps.

Looks at the traditional market entrants in the retail garden nursery products industry in a defined area of the eastern suburbs of Melbourne, Australia. Argues that it may well be to the detriment of these traditional entrants that a more marketing‐oriented approach has not been adopted, particularly in light of the emergence of recent market entrants which appear to pose a threat by virtue of much more integrated marketing‐based philosophies and more structured new product development approaches.

Examines key general marketing texts to produce a consistent set of claims termed the nine tenets of marketing. States that these are core to conventional marketing teaching and thought. Argues that they have little epistomological basis. Shows that marketing professionals do not enjoy the same status as those in law and accountancy, concluding that to convince others of the profession’s worth, the whole basis may need renovation.

This chapter describes the basic elements of an ecosystem of innovation entrepreneurship ecosystem. Likewise, it discusses the building of ecosystems, technological parks, and their relationship with the industrial clusters. Finally, it analyzes the impact of the ecosystems on the regional environment. Additionally, the chapter will include mini cases and business examples.