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The purpose of this paper is to focus on the need in biotechnology to integrate a variety of knowledge bases to build the intellectual asset base of the commercial entity operating in the biotechnology industry.

The paper is based upon a single case study of a young biotechnology company, itself relying on the knowledge and expertise of four directors. To analyze the responses of the four directors to a single lead question, designed to prompt the respondents to articulate the intellectual capital they offer to the firm, this study employs a novel text analytical tool known as Perspective Text Analysis (Pertex).

The results show the disparate nature of the individual knowledge sets in contributing to the interdisciplinary base of the firm. The combined analysis illustrates the importance of collective intellectual capital through “sustainable collaboration.”

This study employs a novel analytical tool to undertake an analysis of both individual intellectual capital and collective interdisciplinary contribution using data from a single question. Pertex is a valuable tool in analyzing the intentionality of a respondent by cutting through to the true essence of their response.

Many corporations fail to find the Holy Grail of globalization because they have not paid “enough” ongoing attention to the process. Without greater attentional effectiveness in their efforts to globalize, firms waste precious executive resources or decide to standardize their operations to limit the complexity of their international strategies. Neither of these reactions is desirable. While companies can deploy a range of helpful tools in increasing overall levels of global attention, these tools are costly and not every company is in a position to achieve and sustain high levels of global attention effectively. In this article, the authors discuss three dimensions of management attention: aversion/attraction, captive/voluntary, and front‐of‐mind/back‐of‐mind. Each of these dimensions provides an array of tools to focus management attention. By maximizing each of these dimensions, attention effectiveness is increased. In an international business world with abundant information, managers need to focus on their most scarce resource – management attention.

The purpose of this paper is to provide a flavour of the content of the LILAC Conference held in Cardiff, UK, in March 2009.

The paper provides an outline of the issues, content, keynote speakers and delegates of the LILAC Conference.

This conference held a series of themed parallel sessions and covered the themes of inquiry based learning, emerging technologies, information literacy for life and supporting research. There was evidence of strong demand for pre‐conference events.

A conference report of value to library and information professionals regarding various information literacy themes.

The psychological analysis of strategic management issues has gained a great deal of momentum in recent years. Much can be learned by entering the black box of strategic thinking of senior executives and bring new insights on how they see, make sense of, and interpret their everyday strategic experiences. This chapter will focus on a powerful cognitive mapping tool called the Repertory Grid Technique and demonstrate how it has been used in the strategy literature along with how a new and more refined application of the technique can enhance the elicitation of complex strategic cognitions for strategy and Board of Directors research.

Despite the recent failures of many e‐businesses, the consensus remains that firms will need to develop e‐commerce strategies if they are to compete in the future. However, there is little by way of empirical research on how firms can successfully do so. We examine a case of a large global Internet start‐up in a heretofore neglected sector, that of adult entertainment. Our findings indicate the difficulties faced by Internet start‐ups, as they seek to build mass‐market penetration while controlling marketing and acquisition costs. The case also demonstrates the role that historical positioning and previous industry associations play in the development of an online brand.

Drawing on the resource-based view of the firm, this article explores the influences of market intelligence on the development of small business marketing capabilities, with reference to specialized marketing capabilities, architectural marketing capabilities and dynamic capabilities.

The conceptual framework and propositions present and interpret the resource–capability complementarity between market intelligence and small business marketing capabilities and outline the relationship between individual capability sets.

Market intelligence is shown to be crucial in the development of small business marketing capabilities and in the implementation of more formalized marketing strategies that allow small businesses to create value for customers and improve their performance. However, the level to which market intelligence is utilized and marketing capabilities are developed is found to be considerably influenced by the small business owner-manager and firm learning.

It is imperative that small businesses acknowledge the practical benefits of market intelligence and harness these advantages accordingly. However, owner-managers must be motivated to encourage the development of more formalized marketing capabilities and act incisively upon the information derived from market intelligence.

Recent research indicates that market intelligence and marketing capabilities can interact to enable a firm to align its resources with the market, by providing customer insights that guide them as to which value-adding activities they should implement. However, extant research in this area remains in its infancy, and very little is known about the adoption processes of market intelligence in small businesses and its role in developing marketing capabilities.