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The purpose of this paper is to examine whether or not EU enlargement would cause companies to standardise their brand portfolios and the brands they offer, between Eastern and Western Europe.

The issue of standardisation versus localisation, and the impact of EU enlargement upon standardisation are examined based on the existing literature. The paper looks at whether fostering more member states within the EU would encourage standardisation. It also explores whether barriers for standardisation still exist. The research employs a case study methodology to set scenarios of possible outcomes.

The research findings imply that external factors, which are market‐based and product‐based elements, seem to encourage standardisation. The effect is brought about by the benefits standardisation offers in terms of efficiency. There are still some minor national barriers that impede standardisation. However, the main obstacles are endogenous to corporations and pertain to company structure, strategy and historic resistance to standardisation.

Standardisation of the marketing mix has been practised by managers as a way to combine customers' needs with cost‐effectiveness. The paper offers scope for further research into the application of various portfolio assessment tools to examine brands which will help managers to observe these relationships, and develop customised branding strategies.

The paper contributes to the marketing literature on branding and standardisation and supports the strategy of standardisation of brands for better performance.

“BEFORE the leaves of Autumn fall” we were assured by Mr. Churchill that there might be heavy fighting. They have not fallen yet, although with September, beautiful as it often is, we know the Summer is over and our minds must be occupied most immediately with the war. Libraries may seem to some, even librarians, secondary in this maelstrom but, even if they are, that secondariness is really so important that at this month everyone looks to his own work to see in what ways it may be geared up more fully for its own special contribution. Immediate planning concerns such matters as winter service hours, staffing, the growing wear and tear on stocks, the inadequacy of new book supply, the growing shabbiness of our buildings and our continuing inability to carry on the extension work which was so prominent a feature of many libraries. Frankly, in most towns we are giving a book service, not doing the library work, personal and bibliographical, which every librarian desires to give. To do what is within our limits to the best advantage is, then, the immediate problem.

Employee engagement is a workplace approach resulting in the right conditions for all members of an organisation to give their best each day. The result is that the staff is committed to their organisation’s goals and values, motivated to contribute to organisational success, with an enhanced sense of their own well-being. Although employee engagement as a practice is evidenced as bringing improved productivity to small businesses, and while 87% of the UK small enterprises claim that they are taking active steps to improve employee engagement, only 12% of such businesses list it as a business priority.

In a smaller organisation, it is easier for leaders to be involved in driving forward and measuring planned actions to improve employee engagement. According to the consulting firm Aon Hewitt (2015), there are six major categories for drivers of employee engagement: (1) The work people do; (2) The people they work with; (3) Opportunities; (4) Total rewards; (5) Company practices; and (6) Quality of life.

The focus of this chapter is to recommend how small businesses can drive employee engagement using the six drivers of engagement recommended by Aon Hewitt, and improve levels of productivity in the firm.

BRITISH AIRCRAFT INDUSTRY UNDER INVESTIGATION. Mr Roy Jenkins, (he Minister of Aviation, announced in the House of Commons on December 9 that a Committee under Lord Plowdcn would examine the future place of the aircraft industry in the British economy. Terms of reference of the Plowden Committee are: ‘To consider what should be the future place of the aircraft industry in relation to the economy of the country, taking into account the demands of national defence, export prospects, the comparable industries of other countries, and the relationships of the industry with Government activities in the aviation field; and to make recommendations on any steps and measures necessary’. It is hoped that the Committee will present its findings to the Minister within six months. Speaking on behalf of the British industry, the Society of British Aerospace Companies has welcomed the membership of the Committee and promised every support to enable it to complete its task expeditiously.

Organisations have recently become more aware of the importance of their employees and their contributions to organisational success (Bakker and Schaufeli, 2008). Employee engagement is one of the contributors that has been recognised to have several positive outcomes for organisations. This study was conducted in order to explore how different employee-related concepts affect employee engagement. Its purpose was to determine whether internal communication can influence employee engagement by insuring employees perceive a fulfilled psychological contract, as well as adequate organisational support. A total of 3,457 employees from 26 different organisations completed a survey that measured internal communication satisfaction, employee engagement, level of psychological fulfilment and perceived organisational support. To test the relationship between these variables, mediation analysis was conducted. Two research models with internal communication satisfaction as a mediator between the relationship of psychological contract fulfilment and engagement, and perceived organisational support and engagement were tested. The results show that internal communication satisfaction is a significant mediator of both the relationship of psychological contract fulfilment and engagement, as well as the relationship between perceived organisational support and engagement. This indicates that internal communication could be used in order to manage psychological contract fulfilment and perceived organisational support with the intent of increasing employee engagement, and consequently, overall organisational performance.

The intention of this research paper is to shed light on the key factors influencing the human resource management (HRM) performance of first tier managers (FTMs), and the vital importance that a holistic strategic framework can have in this regard.

The research paper uses an up‐to‐date historical approach and, additionally, draws on detailed case study evidence from an aerospace manufacturing/engineering company via manually and electronically analysed in‐depth semi‐structured interview and company documentation.

The case study findings reveal that the FTM's HRM performance is greatly influenced by a group of four key factors, and their interrelationships.

The literature survey was mainly industry‐specific (manufacturing), and the sample was restricted to one sector (aerospace), as well as one case study organisation. Furthermore, the views of FTMs' staff are not directly represented.

The FTMs' HRM role shows no signs of abating; in addition, questions regarding their performance of this role have increasingly emerged. This has become more evident as organisations have continued to expand the FTMs' role by devolving greater HRM responsibilities to them, and their performance of the role demonstrates that many FTMs are ill equipped to perform their HRM duties to the required standard. However, the vital importance that a holistic strategic framework (which encompasses the four key factors influencing their performance) can have on their performance of this role is not acknowledged. The present research paper, gives an empirical example of a case study, and therefore provides a springboard to address the weakness in the literature.

The Industrial Training Council announced on the 30th May 1961 the establishment of regional committees — nine in England, and one each in Scotland and Wales. Their general purpose is to keep under review and, in consultation with appropriate organisations, encourage arrangements in their regions for the recruitment and training of young people during the ‘bulge’ years, till March 1964.

Highly committed, motivated and engaged employees assure organizational success and competitiveness. The study aims to examine the association between human resource development (HRD) practices and employee engagement with organizational commitment as a mediating variable.

Data were collected from 760 employees of 13 star-rated hotels comprising 5 (five-star) and 8 (four-star). The data supported the hypothesized relationships. Structural equation modeling was used to evaluate the proposed model and hypotheses. Construct validity and reliability were established through confirmatory factor analysis.

The results indicate that HRD practices and affective commitment are significantly associated. HRD practices and continuance commitment were shown to be non-significantly associated. HRD practices and normative commitment were shown to be non-significantly associated. Employee engagement and organizational commitment are significantly associated. The results further show that organizational commitment mediates the association between HRD practices and employee engagement.

The generalizability of the findings will be constrained due to the research's hotel industry focus and cross sectional data.

The study's findings will serve as valuable pointers for stakeholders and policymakers of the hotel industry in the adoption, design and implementation of proactive HRD interventions to keep highly engaged and committed employees for organizational competitiveness and sustainability.

By evidencing empirically that organizational commitment mediates the nexus between HRD practices and employee engagement, the study extends the literature.

Synthesizing theoretical and empirical literature, this study aims to build a theoretical model linking the constructs; corporate entrepreneurship, employee engagement and innovation.

Using an integrative review method the current study conducted an examination of related literature on the areas of corporate entrepreneurship, employee engagement, as well as innovation and developed an integrated model which combines the three constructs. The study bases itself on the resource-based view (RBV) for looking into corporate entrepreneurial ecosystems as organizational capabilities and employee engagement as a human resource. The social exchange theory (SET) was also used to analyse the interrelationships.

An RBV synthesis made on corporate entrepreneurship, employee engagement, as well as innovation literature shows that while corporate entrepreneurship has been recognized as beneficial to bring positive organizational outcomes, attempts to tie it in the core resource, capability and competence input-output linkage are scanty. The study shows that the RBV can be a good way to see human resources as a source of organizational competitive advantage and corporate entrepreneurship as the capability to product innovation as a competence. The study also shows that by combining the RBV with the SET corporate entrepreneurship, employee engagement and innovation can be integrated as a basis for developing organizational competitiveness.

The implication of this paper to future empirical studies is that corporate entrepreneurship can be integrated with the RBV to relate it to the core competitive advantage development endeavour. The implication for policymakers and management practitioners on the other hand is that managers can consider corporate entrepreneurship as a major capability to bring the employee resource on board the innovation process. The study further implies that management practitioners need to provide time, freedom, boundary, reward and support to get their employees engaged in innovation. Hence, managers can integrate the SET into their motivation principles.

The study is original in its attempt to integrate the SET and RBV for studies in the area of corporate entrepreneurship, employee engagement and innovation.