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Article
Publication date: 1 February 1990

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/03090569010005787. When citing…

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Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/03090569010005787. When citing the article, please cite: Robert W. Armstrong, Bruce W. Stening, John K. Ryans, Larry Marks, Michael Mayo, (1990), “International Marketing Ethics: Problems Encountered by Australian Firms”, European Journal of Marketing, Vol. 24 Iss: 10, pp. 5 - 18.

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Asia Pacific International Journal of Marketing, vol. 2 no. 2
Type: Research Article
ISSN: 0954-7517

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Article
Publication date: 1 March 1991

Bruce W. Stening and Kalaya Stening

Those who manage the largest corporations in free market economiesare among the most powerful élite groups in those societies,influential in almost all areas of economic…

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493

Abstract

Those who manage the largest corporations in free market economies are among the most powerful élite groups in those societies, influential in almost all areas of economic, political and social life. Yet, while considerable research has been conducted on the corporate élite of various countries, relatively little work has been done in Australia. The article seeks to go some way to filling that void by providing a profile of the chief executive officers of large Australian corporations. Based on a questionnaire survey of Australia′s largest 199 corporations, 76 CEOs provided detailed information on their personal and professional background. The article profiles them in terms of their occupational and educational origins, career paths and the like.

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International Journal of Career Management, vol. 3 no. 1
Type: Research Article
ISSN: 0955-6214

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Article
Publication date: 1 October 1990

Robert W. Armstrong, Bruce W. Stening, John K. Ryans, Larry Marks and Michael Mayo

The international marketing ethics problems encountered by arepresentative sample of Australian firms engaged in internationalbusiness are examined. The executive in…

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2115

Abstract

The international marketing ethics problems encountered by a representative sample of Australian firms engaged in international business are examined. The executive in charge of international marketing in 38 firms (a 25 per cent response rate) provided information on the types of ethical problems they have most commonly confronted. Bribery was overwhelmingly the most common ethical problem. In addition, a comparison is made between the Australian results and the results of a similar study conducted in the United States. This comparison reveals many striking similarities.

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European Journal of Marketing, vol. 24 no. 10
Type: Research Article
ISSN: 0309-0566

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Book part
Publication date: 26 August 2014

Xiaoying (Catherine) Zhang and Bruce W. Stening

This paper explores what differentiates success from failure in post-acquisition integration. It seeks to overcome some of the limitations of previous research by adopting…

Abstract

This paper explores what differentiates success from failure in post-acquisition integration. It seeks to overcome some of the limitations of previous research by adopting a more holistic and dynamic examination of the process and by focusing on aspects that can be readily applied in practice. Four cases of mergers and acquisitions (M&A) in the global automobile industry are examined using secondary data and taking a grounded theory approach. The four cases comprise two pairs of successes and two pairs of failures. Two of the pairs comprise established multinational companies, while two others comprise emerging multinational companies’ acquisitions of Korean automakers; in each case, there was one successful M&A and one failure. It is inducted that what differentiates the successful cases from the failures is their different approaches to two common tensions in post-acquisition integration, namely, their approaches to integration strategy and people issues. A two-level framework is proposed in which post-integration is managed simultaneously and dynamically at the strategic and people levels. These inductive findings, if verified by a more broadly based empirical examination, will extend M&A theory by providing a more integrated and dynamic approach to post-acquisition integration, in which strategic and people perspectives are jointly taken into account and interact with each other, thereby creating value for both acquiring and acquired firms.

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Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-78190-836-5

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Book part
Publication date: 9 July 2013

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Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-78190-836-5

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Article
Publication date: 9 May 2016

Rudolf R. Sinkovics, Ruey-Jer "Bryan" Jean and Daekwan Kim

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358

Abstract

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International Marketing Review, vol. 33 no. 3
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 14 October 2013

Monica Elisabeth Nyström, Elisabet Höög, Rickard Garvare, Lars Weinehall and Anneli Ivarsson

The study identifies the variation of change strategies used in a complex large scale change program in health and social services in Sweden, aimed at changing…

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2613

Abstract

Purpose

The study identifies the variation of change strategies used in a complex large scale change program in health and social services in Sweden, aimed at changing professionals' health promoting practices. The purpose is to investigate the change strategies used over time and describe the potential variation in key change agent views, using a framework inspired by De Caluwé and Vermaak's multi paradigm change typology.

Design/methodology/approach

The first six years of the regional multi-sector program are examined. Results are based on content analyses of interviews with key change actors, and archival data describing program activities. Respondents belonged to either the strategic or the operational program management team, representing different sectors of health and social services in a region.

Findings

Multiple strategy paradigms showed varying influence over the program's different phases, partly due to program progress, change agent influence and/or varying contextual demands. Respondents' views on strategies and program focus varied depending on their program roles. Respondents expressed insights about the varying conditions for change and on the conflicting expectations within and between program management teams.

Originality/value

This study introduces the application of a new framework on a large scale, complex change program. The framework sheds light on a number of basic assumptions and change strategies that can be further compared with content and context factors, barriers, facilitators, outcomes, and in turn with other programs.

Details

Journal of Organizational Change Management, vol. 26 no. 6
Type: Research Article
ISSN: 0953-4814

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