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The purpose of this paper is to examine the impact of managerial risk exposure on capital structure selection (net debt, or debt minus cash) as well as return on assets, capital expenditures, research and development expenditures and stock price performance.

The paper compares a sample of 123 all‐equity firms to a set of matching levered firms selected on the basis of industry, market cap and market‐to‐book assets. Managerial incentives are measured using the delta and vega of the manager's stock and option holdings.

Net debt levels decline as CEO wealth sensitivity to stock price changes (delta) increases. However, the paper finds no differences between the all‐equity firms and their levered matching firms in terms of return on assets, capital expenditures, R&D expense, or long run stock price performance.

Findings are consistent with the idea that managerial incentives drive net debt decisions even among all‐equity firms. However, given that there are no differences between the sample firms and their matched firms in terms of investment or stock price performance, the effect of managerial risk aversion appears to be confined to financial policy.

The paper uses modern methods for measuring managerial risk exposure to revisit the literature on all‐equity firms, and show that managerial risk exposure affects the net debt decision in these firms.

Evaluates Wroe Alderson’s general theory of marketing as a possible platform for further developing Michael Porter’s ideas on strategic management. Alderson’s “transvection” and Porter’s “value system” are compared, and the uses of these concepts by their authors in developing approaches to achieving sustainable competitive advantage are contrasted. The potential for extension of each theory based on their similarities and differences is discussed. Presents examples showing how Alderson’s ideas may be used to resolve impasses in Porter’s work, and how recent empirical work testing Porter’s value system may be useful in extending and justifying Alderson’s transvection ideas. More generally, we suggest that Alderson’s general theory may provide a starting point for integrating Michael Porter’s ideas with the concepts from the “resource‐based view” of strategy, and that instances of independent formulation of nearly‐identical theories present special opportunities for scholars interested in both theory building and theory testing.

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.

The purpose of this paper is to provide a retrospection on the importance, origins and development of the research programs in the author’s career.

The study uses an autobiographical approach.

Most of the articles, research monographs and books that constitute this research and publishing efforts can be categorized into seven distinct, but related, research programs: channels of distribution; marketing theory; marketing’s philosophy debates; macromarketing and ethics; relationship marketing; resource-advantage theory; and marketing management and strategy. The value system that has guided these research programs has been shaped by specific events that took place in the author’s formative years. This essay chronicles these events and the origins and development of the seven research programs.

Chronicling the importance, origins and development of the seven research programs will hopefully motivate and assist other scholars in developing their own research programs.

The purpose of this paper is to evaluate four of Alderson's key concepts to show how they explain mass customization and extend traditional consumer goods classifications. The four concepts are: heterogeneous markets, transvections, the principle of postponement, and routinized transactions.

In this exploratory paper, Alderson's main concepts are compared and contrasted with today's marketing phenomena and are used for updating traditional consumer goods categorizations.

The main concepts of Aldersonian theory discussed in the paper – heterogeneous markets, transvections, postponement and routinized transactions – are a remarkably good fit with today's “mass customization” and logically lead to an enhanced of definition of consumer goods classifications.

This is a conceptual paper meant to emphasize the apparent explanatory power of Alderson's concepts to today's marketing phenomena. Formal propositions have not been developed and tested.

Traditional classifications of goods no longer accurately explain marketing phenomena arising from the growth of the internet and mass customization. Alderson's concepts provide an effective framework for explaining current phenomena and extending outmoded models.

The four main Alderson concepts evaluated in this paper have not been emphasized as a group before, nor have they been utilized to help explain mass customization and extend traditional consumer goods classifications.

The power of a distribution channel member represents “(his) ability to control decision variables in the marketing strategy of another member operating at another level”. Bucklin and Alderson stress that power relationships are essential for strong marketing channels. The five bases of power which have been identified and discussed in the marketing channel literature include rewards, coercion, expertness, legitimacy and identification. These power bases are useful in understanding the nature and use of customer service in channels of distribution. For example, reward power is based on the belief by one channel member that another member has the ability to mediate rewards for him. The customer services, fill rate and lead time can be viewed as bases for reward power. Expert power is based on one channel member's belief that another member has some special knowledge or expertise. The ability of a manufacturer to provide market information and/or assistance in inventory management is a potential basis for expert power. Thus, a supplier's strategy for achieving power bases is by providing customers with packages of customer service which they find particulary important.

This paper aims to examine the prevalence of child sexual exploitation (CSE) and factors connected in a young adult population, through a series of connected studies. Each study considered exposure to poly-victimisation. The series of studies focussed on a number of factors felt to impact vulnerability and protective factors towards CSE. Specifically caregiver bonds, resilience and attachment style, adolescent risk-taking, quality of caregiver bonds, level/type of supportive relationships and positive schemas, as well as the impact of CSE disclosure and links to attachment style and maladaptive schemas.

These studies looked at a young adult population, mainly women. Study one (n = 263), study two (n = 138) and study three (n = 211), predominantly collected via a series of online measures.

Findings demonstrated that around half of children under 16 years had been approached sexually by an adult, with approximately one in four children subsequently exploited. Various results were noted, such as experiencing a primary caregiver as lacking in warmth and affection was associated with those reporting CSE, with further exposure to poly-victimisation contributing to a less functional coping style and insecure attachments. CSE was not associated with higher levels of adolescent risk-taking, poor bonds with the primary caregiver, fewer important childhood relationships and positive schemas.

This paper notes the importance of addressing the functions of behaviours for victims, to reduce re-victimisation risk. It noted the importance of applying theory when working with this population. It introduced the protect and vulnerability model against CSE and has practical applications for professionals working with victims of CSE. This paper argues the importance of individualised assessments for children who are deemed to be “at-risk” of CSE.

Findings were combined to propose the protection against the CSE model and the application of this to intervention and future research is acknowledged.

This paper aims to present The Key as a very valuable interactive foundation for effective conflict management in international trade negotiations. The Key, as used in this analysis, is reflected in the nature of the thoughts and feelings (commensurate with attitudes) generated by a marketing manager, and influenced by that individual's sense of cultural responsibility. The authors have researched, and have used this concept of The Key and its effectiveness in conflict management in both academic and international business arenas, and in low context, as well as high‐context cultures.

An analysis of conflict management is presented within a case situation that involves business in the high‐context culture of China. A high‐context culture places a great deal of emphasis on a person's values and position or place in society, and interactions with others, rather than on the words and formal legalistic constructs used for negotiations in low‐context cultures. The case focuses on the relationship between the Vice President for International Marketing of Innovative Technologies, Inc. (ITI) headquartered in Chicago, IL, with offices also located in Frankfurt, Germany, and the Managing Director of the Shanghai Technology Manufacturing Center (STC) in China. The steps and skills used in providing a structure for the responsive process of managing a conflict were: the preliminary steps (involving power‐base development, relational acceptance and meaningful communication skills); the resolution steps (involving assumption analysis, objective identification and alternative selection skills); and the maintenance steps (involving action agreement, feedback review and continuing oversight skills). Each of these steps and skills were used to resolve, in a positive manner, the conflict between the ITI and STC.

Use of The Key, as reflected in a manager's positive thoughts and feelings, is of major importance for effective application of the steps and skills in the paradigm for effective conflict management introduced in this treatise.

The case focuses on conflict challenges that are encountered and successfully resolved, thereby facilitating the marketing of a new cell (mobile) telephone introduced into the high‐context culture of China by Innovative Technologies, Inc.