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The author focusses on corporate history from a media aesthetic perspective using the case of the Danish brewer Carlsberg. Through a careful examination of the company’s website that draws on Kress and Van Leeuwen’s work on modality, the author examines how images and symbols of the past and present are intertwined so as to ‘curate’ history and present the brand as both deeply rooted and authentic.

Owing to intensifying competition and changing trends, the process of new product development has become increasingly important to competitiveness in the brewing industry. Consumers are now demanding more innovative products, thus requiring brewers to find better and quicker ways of introducing new products. This paper through the use of two case studies, aims to capture the essential attributes of new product development in the brewery industry.

How do organizations manage multiple logics in response to institutional complexity? In this paper, we explore how intraorganizational problems related to multiple logics may be addressed via the mechanism of institutional bricolage – where actors inside an organization act as “bricoleurs” to creatively combine elements from different logics into newly designed artifacts. An illustrative case study of a global brewery group’s development of such an artifact – a Responsible Drinking Guide Book – is outlined. We argue that intraorganizational institutional bricolage first requires the problematization of organizational identity followed by a social process involving efforts to renegotiate the organization’s identity in relation to the logics being integrated. We show that in response to growing pressures to be more “responsible,” a group of organizational actors creatively tinkered with and combined elements from social responsibility and market logics by drawing upon extant organizational resources from different times and spaces in an effort to reconstitute their collective organizational identity.

How do organizations manage multiple logics in response to institutional complexity? In this paper, we explore how intraorganizational problems related to multiple logics may be addressed via the mechanism of institutional bricolage – where actors inside an organization act as “bricoleurs” to creatively combine elements from different logics into newly designed artifacts. An illustrative case study of a global brewery group’s development of such an artifact – a Responsible Drinking Guide Book – is outlined. We argue that intraorganizational institutional bricolage first requires the problematization of organizational identity followed by a social process involving efforts to renegotiate the organization’s identity in relation to the logics being integrated. We show that in response to growing pressures to be more “responsible,” a group of organizational actors creatively tinkered with and combined elements from social responsibility and market logics by drawing upon extant organizational resources from different times and spaces in an effort to reconstitute their collective organizational identity.

This paper describes the case of how the Danish beer manufacturer, Carlsberg, developed the Green Fiber Bottle as part of its sustainability program through an open innovation approach in collaboration with complementary partners. It thereby illustrates how a grand challenge associated with sustainability can be effectively addressed through open innovation and reveals the opportunities and challenges that emerge in that context.

The paper summarizes some key elements of the case and, in particular, discusses some of the lessons learned, which can be further explored in future research, practice, and policy.

The case suggests a number of key issues that are relevant when attempting to address grand challenges, in general, and sustainability in the food and beverage (F&B) industry, in particular, namely: leveraging open innovation in the face of sustainability as a grand challenge; sustainability beyond a solid business case; opportunities and challenges in the face of new business models; the importance of early wins for addressing societal challenges for signals and scaling; and the importance of the Nordic context and long-term vision.

The case describes a recent (and to some extent still ongoing) initiative of how a particular F&B company has explored new approaches to developing its sustainability program. Therefore, it highlights some of the unique characteristics of this case. This paper also lays the groundwork for the establishment of “Sustainable Open Innovation” as a domain in its own right.

In 2001, Carlsberg became the fourth largest brewer in the world – but that world was increasingly competitive. This chapter explores how Carlsberg's top management team translated its vision into a few critical priorities, their must-win battles – and then cascaded these throughout the organization to create the alignment, energy, and motivation to realize its goals. At the core, its approach was creating not only shared priorities intellectually, but also a strong culture of cooperation. Five key factors underpin Carlsberg's significant improvements in market position and financial returns: (1) walking the talk, (2) communicating constantly on many levels, (3) maintaining a solid grip on reality, (4) embedding the agenda in the core processes of the organization, and (5) the personal commitment and ownership of the CEO.

Seeks to emphasise the importance of branding in the European beer market. Attention is consigned to assessing the implications of effective branding within the context of the overall marketing strategies of brewers. To facilitate a comprehension of this, studies of three key players in the European beer market ‐ Bass plc, Carlsberg A/S, Heineken NV ‐ are utilised to exemplify the issues outlined. Practical applications of the product life cycle (PLC), and Boston Consulting Group Matrix (BCG) are then employed to illustrate the role of branding in product management within the competitive beer market. Reference to the European beer market is given at the beginning, as it facilitates a better understanding of the industry as a whole.

The article highlights the importance of the company car as a major motivational tool used by employers when developing their employment policies. Research was carried out in a specific industry to highlight the differences that were perceived by employees in competing companies within a specific market sector. Changes in the Government Tax Laws with regard to “benefit in kind”, have tainted the individuals’ view of what was a key motivational tool. The different variables that employers assume are essential factors are highlighted, whilst closer analysis indicates the differing perceived value to the employee. The differing views are based on the varying levels of needs sustained by employees whilst the examination of the hierarchy of these needs is identified within the target groups selected. A clearer perception of how a major motivational tool can act as a demotivator is highlighted, and the findings are evaluated in the conclusions of the article.

Describes the background to the modernisation of Carlsberg′s bottling process at its Copenhagen brewery. The automation of the bottling lines is detailed, functions of the equipment are discussed e.g. custom graphics, as are some of the benefits resulting from the installation.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Five key factors underpin Carlsberg’s significant improvements in market position and financial returns: walking the talk; communicating constantly on many levels; maintaining a solid grip on reality; embedding the agenda in the core processes of the organization; and the personal commitment and ownership of the chief executive officer.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.