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The purpose of the study is to inquire into and to provide an integrated framework of academics’ and practitioners’ conversations on corporate brand alignment.

A systematic literature review (with no time restrictions) was used to identify relevant journal publications from the years 2000 to 2013. Based on the retrieved articles, the Hegelian dialectic triad of “thesis, antithesis and synthesis” was used to inquire into conventional thinking on corporate brand management (i.e. through corporate brand alignment).

The final sample of 59 articles brought to light a theory of corporate brand alignment, its recent contradictions and critiques and scholars’ attempts to unify them into an integrated framework. Three main perspectives emerged, suggesting that corporate brand could be managed through aligned (i.e. thesis), separated (i.e. antithesis) or mixed approaches (i.e. synthesis).

This research considers only English peer-reviewed journal articles retrieved from the EBSCO and WOS databases.

This work proposes a contingency approach to corporate brand management, suggesting that there is no single best way of managing a corporate brand: aligned, separated and mixed approaches can be equally successful. Despite the choice of model (which arises from the analysis of the corporate brand meanings, stakeholders and contexts), three transversal corporate brand management imperatives emerged: the delivery of the corporate brand promise, the co-construction of corporate brand meanings and the recognition of the dynamic nature of corporate brands.

The Bradley Report (Bradley, 2009) has raised a number of important questions regarding the treatment of individuals who are experiencing mental health problems and find themselves in the criminal justice system. One of the key recommendations is that professional staff working across criminal justice organisations should receive increased training in this area. This paper explores the experiences of two professionals, a mental health nurse and a social worker, involved in providing training for police officers. It goes on to consider the most effective models of training for police officers.

The London Classiffcation of Business Studies (LCBS) has now been published for 3 years and is used by at least 17 British and 11 overseas libraries. Twenty‐eight users might not seem a great many, but for a specialist scheme it really represents a significant impact. The first impression of 400 copies was sold out within a year, and 200 copies of the second impression (June 1971) had been sold by the end of March 1973. It is reasonable to suppose that these 600 copies are having some influence on the organization of business literature throughout the world, and that more libraries are considering adopting LCBA than the six known to the London Business School.

Much has been written about the strategic importance of added value as a means for achieving competitive advantage, but little attention has been paid to the meaning of the term “added value”. For the concept to realise its purported advantages, a better understanding of added value is crucial. To gain greater insight into the concept we undertook depth interviews with 20 leading‐edge brand experts to explore their views about the nature, roles and sustainability of added value. We conclude that added value is a multidimensional construct, playing diverse roles, and interpreted in different ways by different people. The more sustainable added values are the emotional values.

The pursuit of cost efficiency in the British National Health Service has resulted in increased emphasis on devolved financial accountability and the introduction of an internal market. With the aid of a case study, this paper examines alternative forms of governance and proposes that aspects of the internal market and functioning within acute hospital units, are suited to network‐style organisation. The implications of hierarchies and networks for the design and use of management accounting information (MAI) are identified. These are used to analyse the case evidence concerning the roles, intended and unintended, of MAI in the context of organisational change and where multiple, and sometimes conflicting, goals and priorities existed. It concludes that a network approach to the design of MAI is more consistent with the desirable culture, at operational level, in acute units. However, this will only be achieved through deliberate intervention by those who design MAI systems and senior managers, who by their attitudes towards the interpretation and response to MAI, shape overall organisational culture.

This is indeed the age of revolution, when timeless attitudes are changing and new ways of living being born. To most it is a bewildering complex, with uneasy forbodirtgs of the outcome. Improvement and change, there must always be—although change is not necessarily progress—but with unrest in the schools, universities and industry, one naturally questions if this is the right time for such sweeping reorganization as now seems certain to take place in local government and in the structure of the national health service. These services have so far escaped the destructive influences working havoc in other spheres. Area health boards to administer all branches of the national health service, including those which the National Health Service Act, 1946 allowed local health authorities to retain, were recommended by the Porritt Committee a number of years ago, when it reviewed the working of the service.