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This article has been withdrawn as it was published elsewhere and accidentally duplicated.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.

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.

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.

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.

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.

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.

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.