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It is estimated that 73 percent of purchase decisions are made at point of sale. In scanning packs at point of sale, perception is rapid, and quick recognition is important for inclusion in the decision process. Under conditions of rapid perception, there is an advantage for verbal stimuli perceived from the right‐hand side, and for non‐verbal stimuli perceived from the left‐hand side. This advantage probably derives from the laterality of the brain, with word processing generally being handled by the left hemisphere, while the right hemisphere generally processes pictorial matter. This asymmetry of perception implies that to maximise recall, words should be on the right‐hand sides of packs, pictures should be on the left. We tested this, using a tachistoscope to measure difference in recall. The results confirm the asymmetry of perception of elements of packaging.

This article discusses the labelling and location of self‐organising community groups ‐ ‘self‐help’, ‘peer support’ and ‘service user’. It notes the increasingly close relationship between these groups and statutory authorities, and how this relationship may put the benefits of the groups at risk. Historical, cultural and social factors are discussed to help explain differences and separate developments within African, Caribbean and other Black communities.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

This paper aims to examine the impact of an open loyalty programme (anyone can join) versus a selective programme (requirements must be met) to show what types of loyalty programmes are most effective. In-group identification, gratitude, stage of relationship and visibility are additionally examined.

Two studies use experimental methodology to initially test the relationships. A third study uses survey and panel data.

Open programmes lead to more in-group identification, while selective programmes lead to higher levels of gratitude, especially in mature stages. Visible programmes lead to more in-group identification. Industry differences are presented.

The first two studies use a student sample (although Study 3 uses penal data). The research is limited to the variables examined. The findings add to theory by showing differences between open and selective loyalty programmes.

The findings show how different retailer offerings change the value and experience to the customer leading to loyalty intentions. Loyalty programme designers can tailor their programme structure to fit their customers and overall strategy. The findings also shed light on the strategic importance of tiered loyalty programmes.

The examination of how a customer enters a loyalty programme is not in current literature. The research shows how loyalty intentions are impacted by design of the programme, including how a customer signs up for a programme. The mechanisms through which the relationship works increase the understanding of loyalty programme effectiveness.

This paper aims to examine the tensions between global and local corporate social responsibility (CSR) initiatives developed by multinationals managing subsidiaries in different emergent countries. Multinationals carry out a wide array of political activities (Boddewyn and Brewer, 1994; Hillman and Hitt, 1999; Rehbein and Schuler, 1995) supporting their economic objectives, even though the political landscape and the institutional environment may vary significantly in the different countries in which they are located (Luo, 2006). This can raise issues related to the management of cross-border political imperatives as well as the coordination of political activities among multinational companies and their subsidiaries.

Based on a documentary research, this paper analyses the key challenges facing the non-market and CSR strategies of GlaxoSmithKline (GSK) a world leading, research-based pharmaceutical and health-care company.

The paper further looks at the way in which GSK deploys its global non-market strategies and manages their alignment with local CSR initiatives in emerging markets, particularly in China.

Further research is required to address the question of international CSR mediation and moderation of this imbalance between pressures for global consistency and local responsiveness. More specifically, in-depth case studies designed to target local managers, as well as their counterparts from the MNE headquarters, should allow us to more effectively analyse and capture the perceived biases with regard to the way the CSR agenda is set at the central level, in light of its global strategy and to the needs and demands of their local host countries’ stakeholders.

This exploratory research based on secondary data allows an interesting base for analysis of the synergies between CSR, non-market strategies and international strategic management which provide a promising base for continuing research.

Voluntary collective turnover can be costly for workplaces. The authors investigate the effectiveness of high-performance work system (HPWS) intensity as a tool to manage voluntary collective turnover. Further, the authors investigate a cynical workplace climate (CWC) as a boundary condition on the HPWS intensity–voluntary collective turnover relationship.

The unit of analysis is the workplace, with human resource (HR) managers providing data on HPWS practices in Time 1 (T1) and voluntary collective turnover two years later. Aggregated employee data were used to assess the cynical workplace climate. Hierarchical regression analysis was used to test the hypotheses.

This study’s results demonstrate a negative relationship between HPWS intensity and voluntary collective turnover when there is a low cynical workplace climate. The authors find that in a high cynical workplace climate, HPWS intensity is ineffective at managing voluntary collective turnover.

This study’s results show that HPWS intensity needs to be well received by the workforce to be effective in reducing voluntary collective turnover.

To increase the chances of HPWS intensity reducing voluntary collective turnover, workplaces need to assess the level of employee cynicism in their workplace climates. When the climate is assessed as low in cynicism, the workplace can then consider implementing an HPWS.

The authors explain why the HPWS intensity–voluntary collective turnover relationship varies across workplaces. As HR practices are subject to interpretation, workplaces need to look beyond the practices in their HPWS and focus on employee receptivity to HR practices.

On April 2, 1987, IBM unveiled a series of long‐awaited new hardware and software products. The new computer line, dubbed the Personal Systems 30, 50, 60, and 80, seems destined to replace the XT and AT models that are the mainstay of the firm's current personal computer offerings. The numerous changes in hardware and software, while representing improvements on previous IBM technology, will require users purchasing additional computers to make difficult choices as to which of the two IBM architectures to adopt.

Reforms of the system for the accommodation and support needs of asylum seekers entering the United Kingdom (UK) during the twentieth and early twenty‐first centuries have meant that the support of asylum seekers has largely moved away from mainstream social work to dedicated asylum support teams. This article investigates how the workers engaged as ‘asylum support workers’ understand and make sense of their participation in the support of asylum seekers dispersed across the UK. By drawing on qualitative research with asylum support workers, this paper looks at how such workers make sense of their roles and how the ‘support’ of asylum seekers is conceived. The paper concludes that, by working in this political and controversial area of work, workers are constantly finding ways to negotiate their support role within a dominant framework of control.

The purpose of this paper is to explain the difference of national intellectual capital from the perspective of national culture and to illustrate how national leaders or policy-makers increase their country’s national intellectual capital.

The study conducts a descriptive analysis combining the research outcome of Lin and Edvinsson’s (2011) national intellectual capital with Hofstede’s (2001) national culture. The research findings and results of these two studies were compared before running a t-test to determine whether countries with relatively high national intellectual capital have a higher level of certain national culture.

Based on the matching data of 26 countries, the study proposed that countries with certain national culture possess lower intellectual capital. Countries with high intellectual capital tend to exhibit a common culture of low power distance, weak uncertainty avoidance, and individualism.

The study suggests that for a country to enhance its overall intellectual capital, it should strive for a culture of equality, freedom and safety, and an active competitive environment, while avoiding social class distance in order to eliminate insecurity. The study proposes some suggestions to advance the countries’ national intellectual capital. In addition to admit the weakness of their intellectual capital due to cultural reasons, these countries could go a step further to increase their own national intellectual capital by increasing or enhancing certain national cultures if possible.

The study compares national intellectual capital and national culture and finds the relationship between these two sets of constructs. This study proves that national culture not only influences the strategies or behaviors of business level but also the competitiveness of national levels.

Confidentiality in adoption has been the norm in this country since the 1930s. Traditionally, it has been perceived as beneficial to all sides of the adoption triangle: the adoptive parents, the adoptee, and the birth parents. Adoption agencies have supported the policy of confidentiality, and as a result the practice of concealment is almost universal in the United States. Alaska, Hawaii, and Kansas are the only states that allow adult adoptees access to their birth and adoption information.