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The purpose of this paper is to present the initial relationship between the Classification Research Group (CRG) and the Center for Documentation and Communication Research (CDCR) and how this relationship changed between 1952 and 1970. The theory of normative behavior and its concepts of worldviews, social norms, social types, and information behavior are used to characterize the relationship between the small worlds of the two groups with the intent of understanding the gap between early classification research and information retrieval (IR) research.

This is a mixed method analysis of two groups as evidenced in published artifacts by and about their work. A thorough review of historical literature about the groups as well as their own published works was employed and an author co-citation analysis was used to characterize the conceptual similarities and differences of the two groups of researchers.

The CRG focused on fundamental principles to aid classification and retrieval of information. The CDCR were more inclined to develop practical methods of retrieval without benefit of good theoretical foundations. The CRG began it work under the contention that the general classification schemes at the time were inadequate for the developing IR mechanisms. The CDCR rejected the classification schemes of the times and focused on developing punch card mechanisms and processes that were generously funded by both government and corporate funding.

This paper provides a unique historical analysis of two groups of influential researchers in the field of library and information science.

The flow of human capital into and out of organizations is a crucial aspect of organizational functioning, yet the bulk of the theory and research adopts a US-centric perspective. The purpose of this edited volume is for scholars embedded in contexts around the world to describe the relevance and implications (or lack thereof) of turnover theories in their particular context. We take a broad view of talent, focusing on the departure of human capital in general without necessarily restricting the analysis to those who disproportionately contribute to organizational success, and the authors focus on institutional contexts and culture because of their role in shaping employee norms and behaviors. We partnered with author teams embedded in countries and regions with a focus on capturing variance in contexts across the GLOBE clusters: Anglo (England), Confucian Asian (China; South Korea), Eastern European (Bulgaria), Germanic European (Germany), Latin American (Mexico), Latin European (Spain), Middle Eastern (Turkey), Nordic European (Denmark), Southern Asian (India), and Sub-Saharan African (South Africa). We provided each author team discretion to express their own voice, while also providing a common set of goals across chapters for consistency of contribution: a description of the institutional, legal, and cultural context as it relates to employee mobility, a review of context-specific research literature leading to a description of how the mechanisms and processes in prominent turnover theories may operate differently in a particular context, and implications for research and practice related to talent turnover and retention. Considering the contributions as a set, we identify important themes and overarching recommendations for scholars interested in studying employee retention and turnover around the globe.

The tempting luster of new business ideas has led many executives to take their eyes off the basics of positioning, and instead undertake seemingly inspired initiatives that eventually destroy value. This “Masterclass” aims to put attention back on the fundamentals of strategic positioning by analyzing how the insights in four recent books are complementary.

The Masterclass identifies a classic formula for strategic success – focus, alignment, repeatability and leadership. The featured readings that support the formula are: Understanding Michael Porter – The Essential Guide to Competition and Strategy by Joan Magretta; Repeatability – Building Enduring Businesses for a World of Constant Change by Chris Zook and James Allen; The Strategist – Be the Leader Your Business Needs by Cynthia A. Montgomery; and The IKEA Edge – Building Global Growth and Social Good at the World's Most Iconic Home Store by Anders Dahlvig.

Effective strategic positioning must be both economically convincing and emotionally compelling so leaders can communicate it throughout the organization in a way that is clear, energizing and empowering. The leader makes a difference by infusing a company's positioning with a strong sense of purpose, refocusing the organization when it starts to stray off track and repositioning it when its original positioning has run its course.

A key lesson is the value of repeatability. Most companies that sustained a modest level of profitable growth over the last decade have done it by replicating an easily recognizable model that recreates their strongest strategic advantage in new contexts. The virtue of such an approach lies in the way that it turns the sources of differentiation into routines, behaviors and activity systems that everyone in the organization can understand and follow.

Managers will appreciate this insightful back‐to‐basics approach that both simplifies their choices and expands their opportunities.

The challenge of sustaining growth seems to be getting steeper and steeper. This Masterclass provides context for two recent books that have valuable insights to offer to company leaders and strategists on how to build resilience and sustain growth in increasingly dynamic and uncertain global competitive markets.

In The Founder’s Mentality: How to Overcome the Predictable Crises of Growth (2016), well-known Bain strategy consultants, Chris Zook and James Allen offer a strategy for consciously embedding “the founder’s mentality” into the culture of young firms as they scale or rediscovering it in mature firms that might be stalling and losing their way. For strategy and innovation guru, Vijay Govindarajan, sustaining growth increasingly requires being able to pursue simultaneously two very different types of activity and mindset – exploiting a legacy business while exploring new business opportunities. He offers a very practical framework for approaching this challenge in The Three Box Solution: A Strategy for Leading Innovation.

The “founder’s mentality” refers to “a collection of specific behaviors and attitudes best exemplified by the traits of great founders that if properly cultivated in the rest of the organization, can lead more reliably to sustainable growth.” Some young firms fail to establish a founder’s mentality from the outset, while many mature founder-led companies come to lose their sense of insurgency and other key founder’s mentality traits over time. “Just about every company, at any stage in its life, can benefit from the attitudes and behaviors that make up the founder’s mentality.”

Govindarajan argues that “asking what assumptions must be true for this idea to be highly profitable” and testing the most critical of these “as early and as inexpensively as possible” is ‘the best way to reveal an ill-conceived project.

The two books, taken together, provide a wealth of insight for leaders seeking to diagnose their firm’s growth problems and looking for potential solutions for reviving innovation and growth.

This case pertains to one of the most important topics in financial accounting and reporting: revenue recognition. It is intended for use in a required MBA financial accounting course or in an MBA elective course in Financial Reporting and Analysis. The company, Better Buy, Inc., is an electronics retailer selling TVs and other electronic products. The company is a bit unique, however, in that it not only sells major brand TVs, but it also sells TVs under its own brand that carry a one-year warranty for which the retailer—not the manufacturer—is responsible. The company also offers an additional two-year warranty on its TVs that also is the sole responsibility of the retailer. The case asks students to address a number of revenue recognition situations along with the associated expenses. These situations include a product sale where the sales price also includes a warranty provision, a “bundle” of a product sale and an extended warranty sale, and a bundle of a product sale and an extended warranty sale where the company has an agreement to outsource the servicing of its extended warranty service

Purpose – This chapter traces the creation of a market for strategy by management consulting firms during the second half of the twentieth century in order to demonstrate their impact in shaping debates in the subject and demand for their services by corporate executives.

Design/methodology/approach – Using historical analysis, the chapter draws on institutional theory, including institutional isomorphism. It uses both primary and secondary data from the leading consulting firms to describe how consultants shifted from offering advice on organizational structure to corporate strategy and eventually to corporate legitimacy as a result of the changing economic and regulatory environment of the time.

Findings/originality/value – This study provides a historical context for the emergence of corporate and competitive strategy as an institutional practice in both the United States and around the world, and provides insights into how important this history can be in understanding the debates among consultants and academics during strategy's emergence as an academic subject and practical application.

This article summarises the historical development of positive behavioural support. The main features of this approach are described, and the evidence for its effectiveness outlined. Despite clear empirical support for its use, relatively few people with learning disabilities and challenging behaviour appear to have access to this form of therapeutic intervention. Reasons for this are discussed, along with recommendations for future development.