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Data from national brand manufacturers suggest they are more willing to take legal action against other independent manufacturers than against retailers when they think their trademark brands have been infringed. Imitation by other independent manufacturers prompts national brands to be more likely to improve their products than imitation by retailers. Those manufacturers who have taken legal action against imitating retailers are less fearful of possible retaliation tactics, such as delisting, or losing shelf space in the retail environment.

Export promotion programs are provided by governments to help firms, especially small and medium‐sized ones, overcome real or perceived obstacles to exporting. To date, there has been limited empirical evidence of the effectiveness of these efforts. This study clarifies the ways in which export promotion programs bolster the export competence and export activities of firms by drawing on the results of a survey of small and medium‐sized Canadian high‐technology firms. The results suggest that using a greater number of government programs influences the achievement of export objectives and export expansion strategies, and enhances export marketing competencies. By segmenting firms by level of export involvement, a clearer picture of the benefits and limitations of export promotion programs emerges. These results suggest that sporadic and active exporters gain the most from export promotion programs, while there is little impact in the short term for more experienced international firms who derive most of their incomes from exporting.

My goal is to describe my life in marketing over more than 36 years and to help readers better understand (from my personal perspective) the history of marketing. I also aim to lift the curtain on some aspects of service within the marketing community.

This paper is an autobiographical sketch. It describes some key moments in my career, as well as describing how my most cited articles came to be written. It emphasizes the contextual factors at work in different periods, so readers can better understand how and why my research evolved in certain ways. I aim to convey the nature and variety of career experiences that were (and are) open to marketing academics. I discuss my experiences at the Journal of Marketing and the Marketing Science Institute.

Marketing changed rapidly between 1974 and 2017. Although change can be uncomfortable, I urge marketers to seek exposure to new ideas and practices; they are essential to learning and growth. Unexpected opportunities will come along and an alert individual can learn much from them. My time in industry was a learning experience for me. There are many kinds of interesting and successful careers.

The marketing field advances, not by the work of a single individual, but from the accumulated work of the entire marketing community. Everyone has a role to play. I encourage each individual to look for ways to contribute. I offer thoughts on how to build a research career based on my own experience.

My thoughts may shed some light on the experiences of a woman academic and the globalization of marketing academia between 1974 and 2017.

My hope is that this paper contributes to a better understanding of the history of marketing, when it is considered together with other articles on this topic. It may also be useful to people who are embarking upon a career, as well as those seeking to understand the work of earlier marketing scholars.

The purpose of this paper is to revisit the issue of the entry of women into the Anglo-Australian accounting profession in the Second World War and provide insights on the role that gender, class, and ethnicity played in mediating women’s relations with the accounting profession in that period.

The study is based on the narratives of three women from diverse social backgrounds who entered the Anglo-Australian profession during this period.

The analysis indicates that while participants had the mindset needed for accounting work, the more removed the individual’s perceived social identity was from her perception of the dominant British, white, middle-class ideology of the profession, the less likely she was to embrace the opportunity to join the accounting profession. The distance was anchored in social (ethnicity and class) and historical forces. The study also finds that the appropriation of education and credentials ameliorated disadvantages accruing from gender and working-class status.

This study has implications for our understanding of the accounting profession and what is required to reduce the risks of marginalization in a contemporary setting.

The study provides a richer understanding of how class and ethnicity shape the female experience differently. The results also demonstrate that in times of social change, the processes of inclusion and exclusion are not confined to the deliberations of the accounting profession but also the individual. Whether the women valued accounting as an occupation depended on whether or not if offered them the freedom to achieve what they valued most. At the same time, however, the freedom to realize what they valued most was a function of class and ethnicity. Finally, the results demonstrate the capacity of unique experience to shape the perceptions, aspirations and actions of women.

Today’s political arena calls for strong leadership. As technology facilitates information sharing, constituents are becoming more vocal in governmental affairs. Legislators are now expected to be transformational leaders who envision the future needs of constituents and are capable of negotiating, mediating, and championing these causes in an effective and credible manner. Using transformational leadership theory, this article examines the perceived leadership styles among state‐level legislators in the United States as well as the relationship between leadership style and perceptions of extra effort, effectiveness, and satisfaction. Leaders in this study described their style as transformational and perceived high extra effort from their followers. Yet, compared to women, male politicians had more positive perceptions of effectiveness and satisfaction with their leadership style. This substantiates research that women in male‐dominated careers report less self‐confidence. Future research might verify this study’s contradictory findings that female politicians, with transformational styles, are not satisfied with their leadership.

The purpose of this paper is to describe research that examined physician leadership development using complexity science principles.

Intensive interviewing of 21 participants and document review provided data regarding physician leadership development in health-care organizations using five principles of complexity science (connectivity, interdependence, feedback, exploration-of-the-space-of-possibilities and co-evolution), which were grouped in three areas of inquiry (relationships between agents, patterns of behaviour and enabling functions).

Physician leaders are viewed as critical in the transformation of healthcare and in improving patient outcomes, and yet significant challenges exist that limit their development. Leadership in health care continues to be associated with traditional, linear models, which are incongruent with the behaviour of a complex system, such as health care. Physician leadership development remains a low priority for most health-care organizations, although physicians admit to being limited in their capacity to lead. This research was based on five principles of complexity science and used grounded theory methodology to understand how the behaviours of a complex system can provide data regarding leadership development for physicians. The study demonstrated that there is a strong association between physician leadership and patient outcomes and that organizations play a primary role in supporting the development of physician leaders. Findings indicate that a physician’s relationship with their patient and their capacity for innovation can be extended as catalytic behaviours in a complex system. The findings also identified limiting factors that impact physicians who choose to lead, such as reimbursement models that do not place value on leadership and medical education that provides minimal opportunity for leadership skill development.

This research provides practical applications for physician leadership development and emphasizes that it is incumbent upon physicians and organizations to focus attention on this to achieve improved patient and organizational outcomes.

This study pairing complexity science and physician leadership represents a unique way to view the development of physician leaders within the context of the complex system that is health care.

Physicians are instrumental in healthcare reform and their capacity to employ both leadership and management skills can affect change at all levels. This paper aims to present the challenges and opportunities for physicians in influencing system change and discuss how the two different but complementary skill sets may enable them to contribute to transformation of healthcare.

This is a conceptual paper and represents the viewpoints of both authors while incorporating current evidence through the literature.

Healthcare reform is important and underway in many Canadian provinces, yet it is difficult to achieve change. Leadership and management skills differ although these differences are often subtle in language. Physicians both lead and manage in the healthcare system; their capacity to do both is an advantage for healthcare reform.

This paper represents the opinions of both authors and is considered original as a conceptual paper.