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Chester Barnard’s 1938 book The Functions of the Executive is re‐examined in the context of the emerging knowledge‐based dynamic theory of the firm. The key constructs and the underlying principles for Barnard’s functions of the “executive” and organization as a cooperative open‐system are reassessed for the evolving knowledge‐driven firm competing in the twenty‐first century global economy. Surprisingly, after more than six decades, Barnard’s cooperative “executive,” well‐versed in the logical‐rational and the non‐logical‐intuitive decision‐making processes, still seems quite competent to effectively lead the knowledge‐driven e‐business enterprise evolving in the twenty‐first century. The Barnardian “executive,” however, must evolve by acquiring and integrating the newly available knowledge‐related technologies and other adaptive competencies to help develop new drivers of global competitiveness.

Kendall P. Cochran has claimed that John Maynard Keynes “developed a theory that would try ‘to account for things as they are’. In so doing he became another important social economist.

Lillian Moller Gilbreth (1878‐1972) extended scientific management into marketing practice in the late 1920s. This paper aims to illuminate several of these practical extensions.

The paper is an historical case study.

Gilbreth brought her psychologically enlightened brand of scientific management to Macy's Department Store in New York City in the mid‐1920s; she accomplished early marketing research for Johnson & Johnson in 1926; and she designed model kitchens in the late 1920s and 1930s which showed homemakers how to minimize wasted motion and unnecessary fatigue in housework while maximizing the psychological well‐being of their families.

Gilbreth's accomplishments show that marketing research has a longer history than was once assumed, offering further support for the revision of Keith's 1960 periodization of this history.

This paper is the first to reveal how Gilbreth's unique mix of psychology and scientific management entered the field of marketing in the interwar period.

Discusses the role of the chairman in culture change asserting that corporate success or failure begins with the chairman. Contends that the more mechanistic, short‐term and opportunistic his reasons for attempting TQM, the less chance of success, because the whole culture of the organisation must be in tune to produce the proper environment. Believes that, led by the chairman, TQM will create a company focused on the customer. Discusses holistic management. Concludes that the chairman must deal with the macro factors bearing on the company to give the managing director and his team a clear policy direction. Contends the adoption of TQM is to build a recession‐proof company and this is not done without faith in the people with whom you have to deal.

Beginning with the introduction of mass compulsory schooling legislation in the 1870s, and using age and marital status as key categories of social difference, this article provides an overview of issues surrounding the ‘woman teacher’ through to the postwar baby boom. It shows how women teachers were increasingly differentiated according to location (country and city) and level of schooling (kindergarten, primary and secondary), and it also casts them as somewhat threatening to the gender order. Firstly, the article describes the processes by which teaching in both city and country primary schools became normalised as single women or spinsters’ work with the advent of mass compulsory schooling. Part two focuses on the turn of the twentieth century, a period in which anxieties about single women, so many of whom were teachers, coalesced around the figure of the ‘new woman’. In this context I investigate what state school teaching might have meant for single women, be they unqualified ‘girl teachers’ in country schools or mature women whose qualifications and career paths brought them into city schools. The third section shows that the expansion of state schooling in the early twentieth century produced further differentiation of the ‘teacher’ as primary, kindergarten or secondary. Furthermore, in the interwar years new meanings of singleness for women were proposed by sexologists and psychologists, and spinster teachers became more stigmatised as women. Finally, I turn to the women who taught from the late 1930s into the postwar era.

Should information science ever succeed in establishing itself as a scientific discipline distinguishable from the other sciences which have already contributed to its presumed field of study, then Robert Fairthorne will be recognized as among its founders. His primary contribution was to define its scope, to clarify its terminology, and to establish its fundamental principles. Maintaining close sceptical watch over the information scene for more than twenty years, Fairthorne dissected the problems of this period of development by applying to them the keen cutting edge of his logic, mathematics, and Shannon information theory. He applied these instruments of analysis and criticism with firmness of purpose, clear insight, and meticulous precision and so evolved a theory of documentation.

Entrepreneurial intention plays a major role in entrepreneurship academia and practice. However, little is known about the intentions of entrepreneurs in the social area of venture creation. This paper aims to formulate a well-organized model of social entrepreneurial intention.

The paper draws on intention models in entrepreneurship literature in general and social entrepreneurship in particular to identify gaps. Based on these findings, a new conceptual model is formulated.

There is no research to be found which uses the social cognitive career theory (SCCT) to explain about an individual’s intention to become a social entrepreneur, although this theory is recently suggested as an inclusive framework for entrepreneurial intention (Doan Winkel et al., 2011). It is also supportive by the empirical research of Segal et al. (2002). Therefore, a conceptual model of entrepreneurial intention in the field of social entrepreneurship is formulated based on adapting and extending the SCCT.

The paper contributes to the social entrepreneurship literature by providing new insights about social entrepreneurial intention. The result has important implications for theory and practice. In theory, it is the first model offering the SCCT as the background of formation for social entrepreneurial intention, with a distinct perspective of social entrepreneurship as a career. It raises a future direction for researchers to test this model. In practice, this framework provides a broad view of factors that could contribute to the success of the would-be a social entrepreneur.

Understanding the mental health problems of children who have learning disabilities presents huge challenges across many domains. This paper examines some of the assessment frameworks that may be used, offers clinical guidance on collecting information and suggests ways in which various theoretical approaches can be used to derive comprehensive case formulations. An emphasis is placed on the use of structured methods to improve reliability and validity.

Understanding the mental health problems of children who have learning disabilities presents huge challenges across many domains. This paper examines some of the assessment frameworks that may be used, offers clinical guidance on collecting information and suggests ways in which various theoretical approaches can be used to derive comprehensive case formulations. An emphasis is placed on the use of structured methods to improve reliability and validity.

Societal marketing emerged in the early 1970s, promising a more socially responsible and ethical model for marketing. While the societal marketing concept has attracted its adherents and critics, the literature on societal marketing has remained sketchy and underdeveloped, particularly with respect to its underlying (and largely implicit) moral agenda. By making the moral basis of societal marketing more explicit, this article primarily seeks to offer a moral critique of the societal marketing concept. By situating discussion within notions of psychological and ethical egoism, argues that, in moral terms at least, the societal marketing concept is clearly an extension of the marketing concept, rather than a fundamental reconstruction of marketing theory. While acknowledging the use of the societal marketing concept in practice, this use is problematized with respect to a number of critical moral issues. In particular, the question of who should and can decide what is in the public’s best interests, and elucidate the moral deficiencies of the rational‐instrumental process upon which marketing decisions are frequently rationalised. Suggests that attention should be refocused away from prescribing what “moral” or “societal” marketing should be, and towards developing an understanding of the structures, meanings and discourses which shape and explain marketing and consumption decision making and sustain its positive and negative impacts on society.