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Participative learning leads to better learning and more commitment, or at least that's what experts have been saying for three decades. When you ask the trainees, however, it may be a different story.

While over 300 major studies have looked at pay, an empirically derived model of managerial perceptions of pay is yet to emerge. This study attempts to answer the question: “what does pay mean to managers?” Based on three different samples of Canadian managers, the present paper outlines a four factor model of managerial perceptions of pay. It is suggested here that pay has multiple meanings to managers: pay is a symbol of success, it acts as a reinforcer and motivator, it reflects performance and, finally, it reduces anxiety. The paper suggests that two core dimensions may underlie managerial perceptions of pay: its capacity to produce and reduce tension and its focus on self and others. The implications of the present findings for theory and practice and how the present findings relate to past writings in the field are outlined.

This paper advocates the merits of a holistic qualitative research method and analysis as being the most penetrative method for determining the decision making process of SME owner‐managers. This holistic method is refined in use and illustrated in an example of assessing the processes and outcomes of SME decision making in respect of the “product” aspects of marketing activity. The methodology allows the range of important issues that may be expected to be inherent in how entrepreneur owner‐managers DO marketing to be identified; and to determine the quality of this decision making. This methodology could be used for other applications in a variety of marketing circumstances, and, indeed, a key feature of the methodology outlined in this paper is its flexibility and adaptability.

The purpose of this study is to fill a gap in the literature by examining a medium-sized firm. Most modern economies are characterized by a significant group of middle-sized firms, still owner-managed, but with multimillion naira turnovers. Many of these remain family companies and constitute an important reservoir of business initiative. One such family business is the focus of this research. The results of the study suggest that neither the existing typologies of small firm approaches to marketing nor the formal models of marketing attributed to big companies necessarily characterize the marketing planning and management of family business in Nigeria.

This paper discusses methodological issues relevant to research at the marketing/entrepreneurship interface. Based on analysis of 352 papers published in the proceedings of the annual International Symposium on Research at the Marketing/Entrepreneurship Interface, the paper highlights the importance of contextual issues in interface studies, the role of qualitative and mixed method designs, and the need for further cross‐national investigations.

Spotlights India and that by 2045 it may become a more populous country than China. Deplores the lack of social and economic development in India and looks at the reasons for these. Tries to explain why the population has shot up from 1971 and two‐thirds of the growth in India has taken place since then. Uses tables to aid in explanation of birth rates, literacy and literacy among females particularly. Concludes that the economic development and urbanization is to be commended but not the only key factor regarding fertility rates of single states.

Discusses the advantages of using qualitative methods for services marketing research. Describes in particular the use of an “integrative” qualitative research methodology in relation to a study concerning quality in marketing in a services context. Suggests that the development of an “integrative” qualitative research methodology is built on the very practical need for researchers to develop the “best” possible methodologies for their own specific research problem or issues. Combines the notion of an integrative research methodology with the idea of a “stream of research”, or research which builds on earlier studies and explicitly allows the research to evolve and develop through distinctive stages over a given time period.

In translations give the original title when quoted in the book (it not being usually worth while to make a search), as :

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The element most common to marketing strategies and tactics among companies in the 1980's is the rate at which they become out of date. The rapid changes in interest rates, employment, fuel costs, international exchange rates, technology, competitive offerings, consumer tastes, as well as the many other elements in the macro environment quickly make today's marketing activities obsolete. Unfortunately, all too often many companies do not readily recognize how these changes have diminished the effectiveness of their otherwise carefully nurtured marketing programmes. For example, they see falling sales and undertake changing salesmen's compensation schemes or reorganizing sales territories. Alternatively, the distribution channel or pricing policies may receive the focus of attention as sales languish. The element or elements of the marketing mix to get evaluated closely is often the result of a managerial hunch or predisposition to believe that a certain functional area is primarily responsible for the faultering performance. Rarely do the managers step back and question the basic assumptions underlying the grand strategic design or see how the system is operating as an integrated whole. A special evaluation procedure, however, has been developed to do this. It is called a marketing audit.