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In considering my academic history as a professor both in marketing and management, I hope to demonstrate that it is possible to research challenging and interesting topics in a variety of guises.

The presentation is primarily chronological but also, to some degree, selective. I have focused on my research activities but not forgotten the importance, at least to me, of both academic administration and indeed a broader set of interests in more general terms.

While there is inevitably a significant degree of path dependency in my academic career, I have also been quite keen to explore more broadly both the boundaries of my subjects and the application of various different research methods. I have been particularly fortunate to have worked with some excellent academic colleagues and stimulating doctoral students.

I believe there are a twin set of implications for other academics; however, I would emphasise that there is no single right way. For me it has been important to pick topics which are of interest to others and at the same time try and demonstrate some distinctive value added in my approach.

I hope that those who are earlier in their career will take heart from two principles, one being to do one’s best to be in interesting places and the other to work closely with colleagues who have challenging and different perspectives.

The basic assumptions underlying the marketing approach, both in terms of theory and practice, are considered. Particular emphasis is placed on two issues: the degree to which the specific market transaction is user or supplier specified and the degree to which the user is regarded as active or passive. This analysis results in a typology of forms of relationship between supplier and user which can be used to illustrate some of the problems of extending the marketing analogy to the public services sector as well as some of the remaining contradictions in much marketing practice itself.

The purpose of this paper is to critically review the relationship between management research and practice particularly in the UK.

The paper takes the form of an historical survey of initiatives and different conceptual approaches.

The paper reveals a central focus on the role of management consultants in mediating between management practice and management knowledge,

The paper is a partial and limited analysis of a complex process: more work is needed to untangle the various institutional roles and conceptual frameworks.

Re‐framing the relationship between management research and practice to consider a greater emphasis on practice engaged scholarship and the two way process of knowledge translation.

The paper encourages a new perspective amongst policy makers, researchers and management consultants.

The Concept of Usefulness Usefulness in forecasting implies two critical issues. Firstly, there is a concern to relate forecasting to its decision making context. This covers the vast majority of forecasting that is actually done although it is possible that a very limited number of instances are genuinely independent of a decision making process.

The purpose of this paper takes an overview of the history of both the funding and the assessment of research within Business Schools in the wider context of social science research which examines the practice of management.

Historical archives and current statistical data are both considered in the context of various writings on the nature of management and business school research.

Many of the issues are deep seated but overall it is particularly important to emphasise the importance of “translation” in both engagement and interaction and also better links through intermediaries.

The paper adds to the on‐going debate about the relevance of management research as well as the role of business school.

Outlines the authors' beliefs about marketing and marketing managers. Discusses ways in which to improve the performance of managers involved in marketing, and the way in which they are taught. Emphasizes the need for a variety of new priorities in the teaching of marketing, enabling the student to face marketing problems better.

Given the dominance of energy costs in retailing and distribution, it would seem logical to turn our attention away from traditional methods of displaying goods in the shops and look again at mail order. A recent Post Office study indicates that mail order distribution is a much more efficient use of our energy resources, and this could augur well for the growth of mail order.

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.

Much of the discussion about the relationship between marketing academe and practice assumes that there is a wide, and indeed sometimes widening, gap between these two domains which is itself fraught with problems. In marketing, as in the wider field of management, this leads to prescriptions based on building more links and bridges and hence requirements for academe to move closer to practice. This paper argues that in a number of ways this is both a flawed diagnosis and also an ineffective prescription. A flawed diagnosis because the domains of academe and practice are themselves actually heterogeneous and overlapping. An ineffective prescription because institutional structures and incentives, including the existence of a substantial range of intermediaries, reflect legitimate and differing demands on each domain. In particular marketing academe needs to be at least as concerned about its links both with the wider academic community and intermediary organizations.