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Reports on problems with coupon use experienced within ethnic subcultures by presenting the results and implications of a study of retailers in the Philadelphia/Southern New Jersey area. Argues that marketers are challenged to understand the intricacies of ethnic markets as they grow in number and size in the USA. Suggests that marketing strategies that are successful in mass markets, such as couponing, are likely to operate differently in ethnic subcultures, such as Hispanic and Chinese markets. Recommends a retail perspective that uncovers potential problem areas encountered by retailers, consumers, and manufacturers alike.

Considers the mixed results of studies linking between wives′ employment and time‐saving behaviours. Argues that a possible explanation is found in limited conceptual frameworks, inconsistent use of concepts, and insufficiently sensitive research measures. Concludes that both studies, and product development and promotion, should utilize a broadened conceptual framework of consumer time restraints, rather than just wives′ employment.

Considers the pluralistic cultures which exist within a nation and outlines the history of previous research into this field. Introduces the concept of embeddedness which means that the society within which a person lives will influence their behaviour. Discusses intracultural differences and presents some research strategies for looking at the ethnic consumer.

This chapter introduces a new theoretical framework for developing emotion-related abilities according to the emotional intelligence (EI) construct definition of Mayer, Salovey, and Caruso (2006). The awareness, reflection, and management (ARM) model has been devised and demonstrates a triadic cycle of emotional ARM relating to affect, cognition, and behavior. The ARM model constitutes an approach to nurture emotion-related abilities (ability EI) and responds to criticism raised by Zeidner, Matthews, and Roberts (2009). The ARM Theory was corroborated by both learning theory and schools of counselling (SOC). The potential to develop emotion-related abilities in emotional awareness, reflection and reasoning, coping and management is discussed.

Organizations can effectively apply a variety of strategies for leading and accelerating desired change. As a practical illustration, this article evaluates an organizational change effort within the United States’ Department of Defense Education Activity (DoDEA), analyzing the restructuring of its worldwide school system through Kotter’s accelerators for leading change. A cornerstone of DoDEA’s effort was the creation of three Centers for Instructional Leadership (CILs), whose mission is to improve student achievement by developing educational leadership and supporting instructional excellence. The development of DoDEA’s CILs presents a valuable case for understanding the leadership necessary for successful organizational change, particularly in light of Kotter’s model.

A number of studies on Kirkpatrick’s four-level training evaluation model have been published, since its inception in 1959, either investigating it or applying it to evaluate the training process. The purpose of this bibliometric analysis is to reconsider the model, its utility and its effectiveness in meeting the need to evaluate training activities and to explain why the model is still worth using even though other later models are available.

This study adopts a “5Ws+1H” model (why, when, who, where, what and how); however, “when” and “how” are merged in the methodology. A total of 416 articles related to Kirkpatrick’s model published between 1959 and July 2020 were retrieved using Scopus.

The Kirkpatrick model continues to be useful, appropriate and applicable in a variety of contexts. It is adaptable to many training environments and achieves high performance in evaluating training. The overview of publications on the Kirkpatrick model shows that research using the model is an active and growing area. The model is used primarily in the evaluation of medical training, followed by computer science, business and social sciences.

This paper presents a comprehensive bibliometric analysis to reconsider the model, its utility, its effectiveness in meeting the need to evaluate training activities, its importance in the field measured by the growth in studies on the model and its applications in various settings and contexts.

This paper examines a user categorisation of documents related to a particular literary work. Fifty study participants completed an unconstrained sorting task of documents related to Charles Dickens’ A Christmas carol. After they had finished the sorting task, participants wrote descriptions of the attributes they used to create each group. Content analysis of these descriptions revealed categories of attributes used for grouping. Participants used physical format, audience, content description, pictorial elements, usage, and language most frequently for grouping. Many of the attributes participants used for grouping already exist in bibliographic records and may be used to cluster records related to works automatically in online catalogue displays. The attributes used by people in classifying or grouping documents related to a work may be used to guide the design of summary online catalogue work displays.

The study here responds to the view that the crucial problem in strategic management (research) is firm heterogeneity – why firms adopt different strategies and structures, why heterogeneity persists, and why competitors perform differently. The present study applies complexity theory tenets and a “neo-configurational perspective” of Misangyi et al. (2016) in proposing complex antecedent conditions affecting complex outcome conditions. Rather than examining variable directional relationships using null hypotheses statistical tests, the study examines case-based conditions using somewhat precise outcome tests (SPOT). The complex outcome conditions include firms with high financial performances in declining markets and firms with low financial performances in growing markets – the study focuses on seemingly paradoxical outcomes. The study here examines firm strategies and outcomes for separate samples of cross-sectional data of manufacturing firms with headquarters in one of two nations: Finland (n = 820) and Hungary (n = 300). The study includes examining the predictive validities of the models. The study contributes conceptual advances of complex firm orientation configurations and complex firm performance capabilities configurations as mediating conditions between firmographics, firm resources, and the two final complex outcome conditions (high performance in declining markets and low performance in growing markets). The study contributes by showing how fuzzy-logic computing with words (Zadeh, 1966) advances strategic management research toward achieving requisite variety to overcome the theory-analytic mismatch pervasive currently in the discipline (Fiss, 2007, 2011) – thus, this study is a useful step toward solving the crucial problem of how to explain firm heterogeneity.

One‐stop shopping has been identified as a major goal of many contemporary shoppers in today’s society. One‐stop shopping tends to imply that all of a shopper’s needs can be filled in one step, all at one time, suggesting that the proper assortment in each store is a must, and a desirable mix of stores should be assembled at one convenient location. A recent study conducted for the International Council of Shopping Centers revealed that the concept of one‐stop shopping is also related directly to the match of store hours with shopper schedules. Examines the hours and schedule matching aspect of one‐stop shopping within a framework called the TIMES model, which considers specifically the relation between shoppers’ resources and their choice of shopping centers. Presents the results of a study of perceived shopping‐center problems and gives managerial recommendations for targeting consumers who seek one‐stop shopping opportunities.

The present study attempted to replicate the findings of Kolb's research identifying two groups of mediators, which she labeled “Dealmakers” and “Orchestrators.” Seventy‐seven mediators were presented with a written dispute and asked to react the likelihood that they would use each of nine different mediation techniques. The techniques corresponded to Sheppard's taxonomy of Process Control, Content Control, and Motivational Control techniques. They also rated the perceived effectiveness of each of these three types of control with the dispute. Based upon their responses, the mediators were separated into groups using average‐link cluster analysis. The results suggested four clusters: Cluster 1 members corresponded to Kolb's “Dealmakers,” relying upon Process, Content, and Motivational Control techniques. Cluster 2 members did not correspond to either of Kolb's classifications, choosing to use Content and Motivational Control strategies. Cluster 3 members were similar to Kolb's “Orchestrators;” members of this cluster relied upon Process and Content Control techniques only. Cluster 4 members were reluctant to use any of the control strategies. These findings suggest a partial replication and extension of Kolb's initial work. Implications for future research are discussed.