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As the business environment has become more complex and long‐range planning more crucial, the use of scenarios has become increasingly widespread. The author examines various ways of building economic scenarios and explores their benefits to today's planner.

I propose a model of behavior in social interactions where individuals maximize a three-term utility function: a conventional consumption utility term and two “social” terms that capture social preference. One social term is a taste for desert, which is maximized when the individual believes the other person is getting what they deserve. The second social term measures the target individuals’ anger or gratitude from the interaction which is determined by a value function derived from prospect theory. After introducing the model and generating a series of comparative statics results and derived predictions, I report the results of a series of quasi-field experiments on social preferences. I discuss how the model explains several paradoxes of empirical moral philosophy that are less explicable by current economic models of social preference focusing on outcomes and intentions.

My goal is to describe my life in marketing over more than 36 years and to help readers better understand (from my personal perspective) the history of marketing. I also aim to lift the curtain on some aspects of service within the marketing community.

This paper is an autobiographical sketch. It describes some key moments in my career, as well as describing how my most cited articles came to be written. It emphasizes the contextual factors at work in different periods, so readers can better understand how and why my research evolved in certain ways. I aim to convey the nature and variety of career experiences that were (and are) open to marketing academics. I discuss my experiences at the Journal of Marketing and the Marketing Science Institute.

Marketing changed rapidly between 1974 and 2017. Although change can be uncomfortable, I urge marketers to seek exposure to new ideas and practices; they are essential to learning and growth. Unexpected opportunities will come along and an alert individual can learn much from them. My time in industry was a learning experience for me. There are many kinds of interesting and successful careers.

The marketing field advances, not by the work of a single individual, but from the accumulated work of the entire marketing community. Everyone has a role to play. I encourage each individual to look for ways to contribute. I offer thoughts on how to build a research career based on my own experience.

My thoughts may shed some light on the experiences of a woman academic and the globalization of marketing academia between 1974 and 2017.

My hope is that this paper contributes to a better understanding of the history of marketing, when it is considered together with other articles on this topic. It may also be useful to people who are embarking upon a career, as well as those seeking to understand the work of earlier marketing scholars.

The aim of this paper is to examine the development of the social responsibility (SR) of business concept and related management philosophies through the history‐of‐management‐thought perspective.

The history‐of‐management‐thought approach to social responsibility (SR) is grounded in the paradigm of continuing progress exemplified by the contributions of great management thinkers (e.g. Fayol, Taylor, Follett, Barnard). A historical evolution of the SR concept is provided, together with tracing the development of stakeholder theory in its attempt to depict the relationship between stakeholder management and SR.

Three management philosophies (recognition of the external environment, a need for collaboration, and a need for a shared understanding) emerge from both classical and modern management thinkers. Recent conceptualizations have added depth by clarifying the meaning of social responsibility and in addition, detailing the nature of firm‐stakeholder relationships. Despite voluminous literature, achieving collaborative integration between firms and stakeholders in practice appears elusive.

These management philosophies can help organizations navigate the intertwined relationship between business and society. Business leaders need to consider the vital role of trust in building more collaborative relationships.

The unique contribution of this paper is to provide the first history‐of‐management‐thought perspective on the social responsibility of business by tracing changes in the conceptualization of this concept, including the related stakeholder paradigm, to their roots in the works of renowned management thinkers.

The purpose of this study was to describe barriers to colorectal cancer (CRC) screening among a low income, urban sample. Participants were active members, or dependents, of a health care workers' union the New York City metropolitan area. The sample comprised 60 men and women of various ethnicity. A panel design was used with telephone contacts for up to 6 months. Data were collected during each telephone interaction regarding barriers associated with receipt of CRC screening. The majority of the barriers were based on influences of significant others and social environment, time constraints, other health problems, stress, and crisis.

This paper aims to investigate the benefits derived from sustainable office buildings in People’s Republic of China (PRC) through their green features, with particular reference to energy efficiency.

A survey on operating costs, energy impacts, productivities from property managers and tenants of sustainable office buildings was conducted in Shenzhen, PRC. All survey data were collected from a portfolio of 12 sustainable office buildings and from 76 responses out of more than 400 tenants who had moved into these buildings from conventional office buildings.

Most tenants were concerned with sustainable operations, practices and policies. Some of them held that sustainable office buildings contribute to higher productivity and less sick time. These buildings typically consume less electricity and water, and have higher occupancy rates and rents.

There are only 40 sustainable office buildings in Shenzhen, and our study, albeit with proper methodology, with 12 sample buildings may not reflect entirely the attitudes of tenants and property managers of sustainable office buildings in Shenzhen. Advisably, future works can be carried out on a larger scale in other main cities of PRC to obtain a more comprehensive and precise evaluation on which strategic sustainable central/local government policies might be formulated.

The concept of facilities management on sustainable buildings, especially on their derived benefits, is relatively new in developing countries such as China. This study is one of the first attempts in this area. In addition, this paper also contributes to existing literature by looking into the green lease provisions and operating policies of these sustainable buildings.

OF the three new Airbus aircraft demonstrated at Paris this year, the first to enter the flight test phase was the A340 which achieved JAA and FAA certification in 1992 and early this year, respectively, and entered service in March. Also during that month the A321‐made its first flight with the aircraft entering service early next year. The third type is the A330 which is now well into its flight test programme with first airline deliveries before the end of 1993.

In the aftermath of the Enron scandal, the critics of free enterprise have blamed this system for inflated and out of control executive salaries, particularly those of the chief executive officer (CEO). The present paper defends the marketplace against these charges. In section I we argue that the market has passed the Enron test with flying colors. Section II gives the background of the financial situation relating to CEO salaries. Sections III and IV are devoted to, respectively, the tax court and the appellate court; section V looks at the reaction of the former to the latter; and in section VI we defend the “independent investor” test. We look at this issue from a political economic perspective in section VII and conclude in section VIII.