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The concept of meta‐markets has been around a long time, with numerous references to the European market, the South American market and so on. An examination of MNC consumer product transfers into four OECD‐recognized meta‐markets shows that in some cases regional cultures affect MNC product adaption strategies.

Managing sales forces in multinational contexts is a topic about which little empirical work has been done. This article reports the results of a 14‐MNC, 135 subsidiary, survey of multinational sales management practices, focusing in particular on the extent to which head offices influence sales functions in subsidiaries. An industry‐by‐industry analysis shows that electronic data processing affiliates get considerable head office attention while general consumer goods subsidiaries do not.

This article proposes a conceptual framework and a research methodology for transferring marketing technology to developing countries to address important societal problems. The methodology developed by the author is described and illustrated with an empirical investigation. Guidelines for implementation of this methodology in developing countries are also provided.

The article suggests that product management techniques commonly employed for markets in developed countries are inappropriate for markets in less‐developed countries (LDCs). To market successfully in LDCs, a firm must re‐examine both its product offerings and its product management philosophy.

Demonstrates that, under certain conditions a unit‐based commission plan is disfunctional suggesting that it can result in low morale on the part of the salesforce. Develops a contribution‐based commission plan which, it is suggested, overcomes the problem of management and salesforce goal congruence, and which, it is proposed, is more cost‐efficient.

Self‐service food stores are a new emerging form of retail technology in Saudi Arabia. By focusing on relevant institutional, planning and operational dimensions, this exploratory study describes and analyses the process by which this form of food retailing was adopted. Data were collected from 96 stores located in three metropolitan areas of the Kingdom, and the results suggest that the sudden proliferation of these stores during the past decade was characterised by the lack of rational planning, short‐term decision making orientation, and limited concern for promotional activities. The analysis of the 62 study variables indicated that differences in store size exerted limited influence on store marketing activities and had a moderate effect on store planning and institutional dimensions.

Levitt's theory of globalisation has attracted a great deal of attention among both academics and practitioners. The view that a single product can be offered worldwide offers significant benefits for international marketers, whatever their size or industry. A review of empirical findings in the literature, however, suggests that this theory should be adopted with caution. The author has studied a specific group of three products manufactured by UK companies and exported to other countries in Europe. Despite the often cited term, European market, which implies a likeness between all European countries and, hence, an opportunity for product standardisation, the findings suggest that modifications in many product aspects are necessary for export success. Further, the degree of modification required varies from market to market.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

President Bill Clinton has had many opponents and enemies, most of whom come from the political right wing. Clinton supporters contend that these opponents, throughout the Clinton presidency, systematically have sought to undermine this president with the goal of bringing down his presidency and running him out of office; and that they have sought non‐electoral means to remove him from office, including Travelgate, the death of Deputy White House Counsel Vincent Foster, the Filegate controversy, and the Monica Lewinsky matter. This bibliography identifies these and other means by presenting citations about these individuals and organizations that have opposed Clinton. The bibliography is divided into five sections: General; “The conspiracy stream of conspiracy commerce”, a White House‐produced “report” presenting its view of a right‐wing conspiracy against the Clinton presidency; Funding; Conservative organizations; and Publishing/media. Many of the annotations note the links among these key players.

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.