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Uses experiences in Bulgaria to exemplify market entry and control strategies employed by franchisors in a business environment that is geographically and culturally remote from the West. Carries out interviews in 1996 with Bulgarian franchisors and franchisees to test a number of hypotheses relating to issues including the type of franchisor, system densities, market entry strategies and monitoring tactics. Identifies 17 environmental factors ‐ cultural, organisational, political and legal ‐ which represent possible areas of conflict between the franchisor and franchisee. Establishes that franchisors adapt to a remote business environment in a variety of ways in respect of both market entry and monitoring strategies ; establishes some significant correlations between different types of franchisors and their strategies. Finds that western franchisors and Bulgarian owned firms often place different emphasis on the relative importance of environmental factors. Observes a broad variation in market entry tactics. Recommends that franchisors need to establish criteria to establish risks in remote business environments and devise appropriate strategies prior to entry.

This article aims to describe a joint collaboration between an occupational therapist and music therapist at the Royal Hospital for Neuro‐disability in Putney, London, UK. It outlines a series of sessions with a patient with hypoxic brain injury who was referred to the neuro‐behavioural unit for rehabilitation.

The joint work commenced due to a realisation that this particular patient responded well to sensory input and the music and occupational therapist wanted to offer the opportunity to explore this intervention further within a different framework of joint sessions. The article provides an overview of this input, which involved bi‐monthly hour long sessions exploring responses to and engagement with various stimuli within a frame of music, poems and storyline along the themes of the seasons. This ran in conjunction with other rehabilitation sessions on the unit.

The authors found that the patient responded to this format with the focus being on the creative framework and the interaction between the therapists and minimal pressure to achieve tasks. Of course there were still clear clinical goals and there was participation from the patient in order to improve functional abilities.

The overriding improvements in the patient from using this therapy approach were an increase in concentration span and attention and reduction in vocal distress and behavioural agitation. The authors surmise that there is a place for a package of sensorial input with suggestions for implementation which could be used for other patients in neuro‐rehabilitation in this setting or elsewhere.

In this chapter, we explore the impact of socioemotional and financial wealth on the resource management of family firms. We use MoDo, a Swedish pulp and paper firm, covering three generations of owner-managers from 1873 to 1991, to grasp the shifting emphases on socioemotional and financial wealth in the management of the company. Identifying four strategic issues of decisive importance for the development of MoDo, we analyze the organizational values that guided the management of these issues. We propose that financial and socioemotional wealth stand for two different rationalities that infuse organizational values. The MoDo case illustrates how these rationalities go hand in hand for extended periods of time, safeguarding both financial success and socioemotional endowments. However, in a situation where the rationalities are no longer in line with the development of the industry context, the conflict arising between the two rationalities may have fatal consequences for the firm in question.

Franchising is not an industry but a method of distribution. The franchise system of distribution has been adapted to a diverse array of products and services. According to the U.S. Department of Commerce, more than 1,800 companies in some 40 different industries use the franchise method of marketing. Today the franchisors' know‐how, trademarks, and advertising muscle offer unique opportunities to individuals with limited capital and experience.

The purpose of this paper is to examine a long-term mentoring relationship between a White female from the Traditional Generation and an African American male from the Xennial Generation, as engaged in a mentoring relationship within higher education institutions in the USA. The study investigated if, how and to what degree the differences and similarities between them influenced their mentoring relationship.

The authors used an autoethnographic approach involving extensive questioning, dialoguing, note keeping and analysis over eight months.

The analysis suggested that race had the greatest influence on the relationship. The primary reasons for mentoring success were similarities in family backgrounds and commonly held values.

This study may not be generalizable to mentoring relationships that do not involve cultural differences in race, age or gender.

The paper offers a model for the types of strategies individuals can use in cross-racial mentoring endeavors to help build and sustain these relationships. It also includes suggestions for individuals engaged in mentoring relationships, which include gender, race or age differences, and organizations seeking to enhance diversity within their institutions.

There is not an extensive body of research on individual cross-racial, gender and generational mentoring that provides an analysis of the experience of those involved. Additionally, the model presented for examining cross-racial mentoring relationships is unique.

Consistent with traditional internationalization theory, we argue that, when a firm chooses franchising to achieve market penetration, market propinquity/similarity matters. Using a modified gravity model, we examine six country characteristics believed to enhance the flow of franchise activity among 39 nations. Our findings support the notion that market propinquity facilitates the flow of franchises between nations. Franchise expansion is greatest when the home and host nations are similar in terms of geography, culture, media availability, and political risk. The management implications of these findings are discussed in detail.

In this chapter I explore how conflicting discursive claims made by the medical community are consequential for bariatric weight loss surgery patients. Bariatric surgery has become increasingly common in the United States since the 1990s, with over 177,000 Americans undergoing surgery in 2006. Despite the surgery's growing popularity, the US medical community does not wholeheartedly endorse the surgery. Rather, different members of the medical community espouse contradictory evaluations of weight loss surgery. I broadly characterize this intra-medical community controversy and, then, discuss how conflicting claims have helped shape the bariatric surgery industry's discursive conception of an “ideal patient.” Next, I analyze actual patients’ negotiations of the ideal patient archetype, and find that patients’ responses follow three paths: embracing the ideal, having a mixed response to the ideal, and strategically complying with the ideal. As patients are compelled to grapple with the ideal archetype in order to access surgery, I conclude that the ideal archetype acts as a discursive frame connecting individual patients to broad bariatric surgery discourses.