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The recent article “Guardians of Knowledge and the Public Interest” was highly critical of the UK audit standard‐setting process. However, it was seriously flawed in several respects: it failed to present a balanced view of the “due process” by which auditing standards and guidelines are developed, it did not develop a coherent formulation of what constitutes the “public interest” and it contained misrepresentations and errors of fact. In reply this article corrects the errors and presents an objective view of the standard‐setting process, including its weaknesses. It does not attempt to formulate a definition of the “public interest”, a task which even the courts are unwilling to undertake.

At a time when the auditing profession faces mounting criticism in the wake of corporate and professional scandals, it is not unusual to read caustic commentary in the press. This is not a new phenomenon. The nineteenth century auditing profession had to face similar criticism from the media, but practitioners then had to deal with a weapon more effective than mere prose, satire. This short historical note captures some of the more amusing yet hard‐hitting attacks on the profession. We can only hope that this form of critical writing makes a come‐back.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

This paper reconsiders the criticisms of the most influential theory of the rise of the large corporations, and to see how these criticisms can be met without entirely abandoning the basic elements of the theory.

This problem is approached by first analyzing the weaknesses inherent in Chandler's theory as presented in The Visible Hand, and then by reworking elements of the theory by relying on data generated by other historical accounts.

The author found that the theory could be salvaged by reordering the evolution of managerial practices based on a variety of historical studies, many not considered by Chandler, but even some of his own earlier work. Given these changes in historical order, vital managerial reforms can be placed sufficiently early that organizational techniques existed to solve the problems and exploit the opportunities that Chandler identifies as creating the pressures necessary to generate the large industrial corporation, thus responding to one class of criticism. My approach can also incorporate other factors that critics see as missing in Chandler's account.

What is new in this paper is that it reconciles Chandler's analysis with those of his critics by re‐examining and correcting some of his assumptions. The result is a theory of corporate evolution that is less global but more realistic. Economic and business historians as well as sociologists of organizations will find this reassessment valuable.

The purpose of this paper is to commemorate Alfred Chandler, a truly outstanding business historian, through the unique lens of his revisionists.

By developing a classifying framework, Chandler's revisionists is analyzed based on the extent to which they critique Chandler's interpretation of the role of managers in large organizations.

The revisionist critiques of Chandler's works is traced and examine how they can contribute to the intent of commemorating Chandler and his works.

The most relevant revisionists of Chandler's works are highlighted in a manner that might be valuable for the understanding of how Chandler's revisionists can be interpreted within both functional and critical paradigms.

The unique contributions of this study is its focus on providing a specific form of commemoration through the lens of Chandler's revisionists and thus putting “Chandler in a larger frame” of management history.

The globalisation of markets, emerging concepts of sustainable development, and circular economy have defined the boundaries within which organisations must compete and address the needs of key stakeholders. As circumstances change, boundaries are often replaced by the relationships between companies and the communities they serve. Consequently, strategy has become a central aspect of sustainable leadership and the foundation for implementing strategic management in a dynamic system of relationships. Every company is born and grows within social and economic ecosystems. Drawing on the metaphor of biology, ecosystems are described as dynamic interconnections among various elements that influence and foster entrepreneurship. Interconnections between players (such as marketplaces, organisations, governments, and universities) create a flow of expertise, abilities, knowledge, experience, and tangible resources. Economic and social ecosystems involve various actors and components that continuously coexist and interact, leading to the creation of numerous mutual relationships. Consequently, it is crucial for managers to gain a comprehensive understanding of the internal and external environments. Various decision-making tools and strategies can be used to achieve this goal. These tools were developed to assist managers, researchers, and consultants in making informed decisions under complex scenarios. This chapter presents several decision-making strategies and tools, including the Boston Consulting Group (BCG) matrix, General Electric (GE) matrix, Balanced Scorecard (BSC), PEST, PESTEL analysis, and SWOT analysis.

In the past three centuries in India, outsiders have dominated economic fortunes. Yet, for a brief interlude for two decades (i.e. in the 1830s and 1840s), the Bengalis from Eastern India played a dominant role in the modern business sector of the economy as partners of the British. The singular reason behind this phenomenon was the role of Dwarkanath Tagore (DT) in building multiple multiracial business partnerships in a myriad of businesses. This study aims to demonstrate how all of these activities were synthesized in an integrated marketing approach and how DT was the catalyst in forging these partnerships with the British East India Company and other enterprises.

A historical research method is used in critically examining the business practices of DT. Resources include a few biographies about him as well as several print sources, including several publications owned by him.

DT’s approach to an integrated marketing approach in the nineteenth century, involved the traditional production, distributional and promotional components, and he understood the significance of using all tools at his disposal to reach his market using these synergies, each reinforcing his main self-identify was that of an entrepreneur. He used forward integration techniques in running other operations, e.g. distribution, publishing, advertising and promotion of his products. His multiracial social networks for business and social activities are also identified.

This study synthesizes different sections of DT’s businesses and illustrates how he used integrated marketing to build an enterprising, profit-making business, which was good for both the economy of Bengal and that of the British East India Company and his other partners. The study also establishes him as a pioneering Indian entrepreneur and identifies major social networks with other business partners (both Indian and British).

Organizational reputation and status are similar yet distinct constructs, serving as signals conveying information about an organization and its products and thus constituting audiences' perceptions about the organization. However, compared to status, reputation tends to change more dynamically over time. In this study, the authors argue that the dynamic traits of reputation – particularly, its momentum and volatility – may serve as additional signals and/or noises, influencing potential exchange partners' perception about the organization and thereby determining its status.

The authors test our hypotheses in the context of the US venture capital firms between 1990 and 2010. The authors collected 8,793 firm-year observations of 1,186 VC firms and used the Arellano–Bover/Blundell–Bond dynamic panel estimation method to estimate their model.

The authors’ findings show that reputation momentum has a positive effect on status, whereas reputation volatility does not have a significant direct effect. However, the authors found that volatility has indirect effects on status, serving as a noise weakening the signaling effects of reputation and its momentum.

This paper contributes to the literature on organizational reputation and status by suggesting the importance of considering the dynamic traits of organizational reputation, which are indeed the crucial factors that distinguish reputation from status. Also, this study provides managerial implications for the organizations that aim to enhance their status through managing their reputation.

Adapting to external and internal transformations is a difficult task that managers and scholars must face while attempting to keep their organisations alive and well-established. This chapter explores the various decision-making tools that can assist practitioners and scholars to improve their understanding of the external scenario to determine the contemporary appropriateness of these approaches for analysing the environment and their implications for various types of organisations. The chapter investigates the barriers and drivers of these methods and proposes existing alternative paradigms created by academics and practitioners to analyse and comprehend the context. It demonstrates how these decision-making tools can be implemented by providing examples and case studies.

Given the continuing need to study service marketing adaptations that emerged in the wake of Covid-19, this paper aims to look at the formation and evolution of purchase groups (PGs) that arose in Indian gated communities during the pandemic and have continued functioning in the post-pandemic marketplace. Not only did these groups act as much-needed interstitial markets during a time of significant external disruption, but they also served as sites of value co-creation, with consumers collaborating with each other and with service providers.

Using a phenomenological research approach, the authors conducted 22 in-depth interviews with Indian consumers and small service providers to gather accounts of how PGs started and evolved with time. Subsequent data coding and analyses are conducted with NVivo 12.

Using the service ecosystem perspective, the authors illustrate seven distinct themes that capture the nuances of the formation and evolution of PGs. These consist of entrepreneurality, collectivity, and fluidity at the service ecosystem level, hybridity and transactionality at the servicescape level, and mutuality and permeability at the service encounter level.

This study provides an empirical and theoretically grounded account of a long-term service marketing adaptation that has persisted in the post-pandemic marketplace. This helps us address recent calls for such research while also adding to the work on value co-creation in collective consumption contexts and extant discourse on service ecosystems.