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An initiative to help facilitate a more genuine partnership between the participants of the Leeds Compact is described. Emphasis has been placed on the development of a team of Compact Associates drawn from education, careers and business to take ownership and responsibility for the training requirements of the Compact. The training for Compact Associates is described, together with an evaluation of progress to date.

At the turn of the decade the tendency of retrenchment in organisations appeared as a byproduct of an ongoing recession threatening with heavy consequences for the future. In the big organisations, like the Fortune 500 Companies, the number of people employed full time shrunk from 19% of the workforce two decades ago to less than 10% (Castro, 1993). Initially justified by marketing difficulties due to foreign competition, retrenchment has become fashionable and a kind of panacea, although actually only about a third of the companies which performed major lay‐offs reported increases in productivity and profits, while a plummeting morale surfaced in 80% of the cases. Therefore, more and more such organisations are getting, as it were, “lean and lame” (Henkoff, 1994).

This article considers recent developments in the ownership and structure of the licensed trade in the UK. A marketing analysis has been undertaken to demonstrate the ways in which the large pub owning companies have established competitive advantage over the smaller operators. Areas that the independents can use to gain trade are identified and examined. The possible impact of careful market analysis and effective use of modern technology are considered. Successful usage is described, and the sections of the trade likely to benefit most are identified. The problems of establishing a Web presence are also discussed.

The article considers the changes in the structure of the UK pub sector and the falling pattern of trade which occurred at the same time. This meant that the competition within the industry is intense. The major pub‐owning companies enjoy many economies of scale over their independent rivals. These have been considered briefly. Many of the smaller outlets have responded by adapting their pubs to meet the varying requirements of their customers. The demand for pubs with smoke‐free air and the evidence that this will increase trade have been investigated. The threat of legislation has led the industry to establish a voluntary scheme. Reports on its effectiveness have been studied, and a small local study undertaken. It appears that the big companies are swifter than their smaller rivals at taking advantage of this market demand.

Examines the development and changing environment of the public house sector. Studies reasons for the general decline in trade with particular reference to the state of rural pubs. Considers some strategies for ameliorating the problems faced. Highlights the considerable challenge to management and argues that the role of local and national government is crucial, suggesting that they need to have more proactive policies in place.

Briefly outlines the recent history of the Licensed trade in the UK before considering what role marketing theory can play in the formulation of business response to competition. Considers the classic four Ps, price, product, place and promotion together with people, process and physical evidence. Gives examples of success in each area. Concludes that the nature of the pub trade has changed with jajor players dominating the market. Cites the growing use of the Internet to help the small operator to increase trade and advocates regular analysis of the small trader’s position will enhance their ability to adapt to change quickly.

Introduces the different types of inequality. Argues the distinction between inequality and differences. Asks if social inequality is important or a mistaken ideal? Briefly looks at the different forms inequality takes.

The purpose of this paper is to look at the changing relationship between brewers and pub owners. The paper considers the acquisition of British public houses by brewers and the introduction of national brands supported by advertising. The recent separation of brewing from pub ownership has brought about different types of public houses and different methods of marketing the outlets and the products offered.

The objectives are achieved by examining a variety of written material relating to public houses and brewers in different periods as well as more modern sources to allow an assessment of the changing pub and the advertising techniques employed.

Brewers advertise their products. When they also owned pubs, the promise of these products acted as advertising for the pubs. Now that brewers own only a small number of pubs, the different techniques have to be employed to attract customers.

The paper suggests that managed and rented estates have evolved, with different ways of marketing themselves. This paper may help to develop a practical approach to their promotion.

The separation in ownership of brewers and pub owners is well enough known. The implications on group advertising have been largely ignored. This paper starts to address that gap.

This study aims to explore the controllability of risk culture, identify and categorize risk culture controls used in firms and explore how industry and ownership structure affect the use of different risk culture controls.

This explorative study is based on 32 semi-structured interviews with 37 participants who are heads of risk management or top managers in German firms from different industries with different ownership structures.

Interviewees perceive risk culture to be largely controllable. The authors identify a wide spectrum of risk culture controls, ranging from leadership and motivational controls to risk competence controls; in each category, the authors find value-, symbol- and clan-based controls. Leadership controls were most extensively discussed by the interviewees. The use of risk culture controls varied based on industry and ownership structure.

Due to the explorative character of the approach, the authors cannot claim representativeness for the results. The study is limited to one point in time and to a German sample. The findings imply that companies should select risk culture controls according to their own context and that implementation requires support by the top and middle management.

The authors respond to the call for more organizational studies on risk management that consider cultural paradigms (Arena et al., 2010; Mikes, 2011; Power, 2009). The study systematically identifies risk culture controls used in corporate practice and categorizes them. It provides tentative evidence of the relevance of context-specific factors for the use of risk culture controls.

Research has found a subgroup of conservative white males have lower perceptions of risk across a variety of environmental and health hazards. Less research has looked at the views of these “low risk” individuals in group interactions. Through qualitative analysis of a technology deliberation, we note that white men expressing low risk views regarding technologies for energy and the environment also often express high social risks around potential loss of control. We argue these risk perceptions reflect identification with corporate concerns, usually framed in opposition to government and mirroring arguments made by conservative organizations. We situate these views within the broader cultural struggle over who has the power to name and address risks.