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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.

This study aims to explore: consumer experiences of intense moral dilemma arising from identity multiplicity conflict, expressed in the marketplace, which demand stark moral choices and consumer response to intensely felt moral tension where their sense of coherent moral self is at stake.

The authors gathered ethnographic data from amongst ethical consumers, and theorised the data through theory of life projects and life themes to explain how multiplicity can become an unmanageable problem in the midst of moral dilemma.

The authors reveal that in contrast to notions of liberating or manageable multiplicity conflict, some consumers experience intense moral anxiety that is unmanageable. The authors find that this unmanageable moral tension can provoke consumers to transform self and consumption choices to construct a coherent moral self. The authors identify this transformation as the meta life project.

This work contributes to knowledge of multiplicity, consumer life themes and life projects, moral dilemma and ethical consumption by showing that some experiences of moral anxiety arising from multiplicity conflict are unmanageable, and these consumers seek moral self re-unification through the meta life project.

This study provides practical guidance to companies, marketers, public organisations and activist groups seeking to understand and harness consumers’ moral codes to promote ethical consumption practices.

The authors extend current theory of multiplicity into the moral domain to illustrate limitations of framing consumer experiences of multiplicity conflict as being either liberating or manageable when consumers’ sense of moral self is at stake. This article is of interest to academic, marketing practitioner and public policy audiences.

The paper's aim is to share honest insights into how one management team used model‐based management to establish new businesses and products.

The paper shows the approach used for each business, why its area of operations may have changed the preceding processes but the functional form remained the same then eventually finding expression in the viable system model (VSM).

The paper finds that regardless of proper innovation and profitability, without a holistic approach to capital management the dominant logic of the market place will: subsume good start‐up businesses believing that established ones will go on forever; risk‐pricing in the capital markets will continue the boom/bust tradition; system boundaries must be carefully chosen thereby implementing appropriate controls at each recursive level; and avoid moral hazard emerging through ill‐considered rules that allow people to “game the system”.

This paper informs regulators and business managers of the advantages of a functional management model based upon the protection of core capital.

The paper validates the principles of systems management of the VSM and sensitivity model in a modern idiom and suggests methods for the better control of insurance and capital markets institutions.