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This study examines the strategies used, and the challenges faced, by global sport company adidas as it established a major sponsorship deal with the New Zealand Rugby Football Union. In particular the study focuses on how adidas 'localised' into the New Zealand market, how they used the All Blacks as part of their global marketing campaign and, the resistance they encountered based on claims they were exploiting the Maori haka.

This paper aims to explore the true sources of innovation that revolutionized two sports industries – skiing and tennis, tracking the flow of ideas and power of technology brokering through the eyes of the innovator, Howard Head.

Using a focal innovation action-set framework, the authors unite heretofore-disparate pieces of information to paint a more complete picture of the innovation and technology brokering process. Primary source material from Head’s patents, personal memoirs and journals and documented correspondence between him, his brother and his colleagues are augmented with secondary source material from periodicals, media excerpts and the academic literature.

Head stands as an exemplar example of a technology broker, both through his serial practice of recombinant innovation and his savvy exploitation of resources. Results discredit the Great Man Theory of Innovation, while emphasizing the importance of exploiting social capital to realize opportunities.

This paper is the first to offer detailed insight into the technology brokering and innovation processes that revolutionized the tennis and skiing industries. It is novel in that it is one of very few papers to challenge the Great Man Theory of Innovation propagated by many textbooks and mass media, explores the process of technology brokering from the broker’s perspective rather than organizationally and uses focal innovation action-set methodology to complement a historical biographical sketch of innovativeness relative to sports equipment and machines.

Provides an overview of the directions, including wrong turnings, in which European and global banking is heading. Based on the viewpoint of Howard Davies, the head of the UK regulatory body the Financial Services Authority, covers issues such as greater regulation, Internet services and erosion of margins. Concludes that this is an exciting time to be in banking and those who succeed will have learnt to cope with today’s speed of change and technology development.

In this chapter the authors take an auto-ethnographic approach to draw from recent experiences of being integrally involved in the death rituals pertaining to a close family member, ranging across three different cultural backgrounds, all located in Aotearoa New Zealand and involving intercultural complexities. All of these funeral proceedings were unusual circumstances, due to the status of the deceased, meaning that in all three instances, the rituals were very public, due to cultural expectations. Through narrative descriptions, this chapter illuminates the ways in which traditional cultural values are played out in contemporary contexts and their importance in providing a framework of support for the bereaved families through the mourning period, albeit in the public gaze. Despite the impacts of colonization, immigration, and globalization, these traditional practices, passed down through generation after generation, demonstrate their resilience and contemporary application in service of the emotional and spiritual well-being of the respective collectives.

Prioritizing should be a company’s No. 1 virtue. In the absence of priority, companies flounder, and employees become distracted. This inevitably leads to missed deadlines, over‐extended budgets, and a resulting output different from what was originally intended. This is excruciatingly evident when implementing an information technology (IT) strategy. Few industries can compete with the heap of wasteful, incomplete, and underutilized projects IT has amassed over the past two decades. The core of the problem is not the technology, but a failure clearly to define priorities at all levels in a company.

This paper discusses the findings of a mixed-methods study of early childhood instructional coaches employed in state-funded preschool (aged three and four years) programs in the state of New Jersey (NJ) in the United States (US), highlighting a case study of one coach that provides an example of individual and organizational factors influencing the work.

An online survey was distributed to all coaches (master teachers) in 35 districts' early childhood programs. Two master teachers were then studied for a period of five months. During that time, three structured interviews were conducted, focused observations occurred each month, and coach logs were collected.

The findings of the data analyses illuminated both individual (i.e., a coach's own professional development) and organizational (i.e., varying interpretations of role) factors that influenced the work of the early childhood coaches.

The data in this paper is limited to one US state's approach to early childhood coaching. The case study data examined is limited to the contexts of the specific participating districts and master teachers involved. It is suggested that future research be conducted on a nationwide pool of instructional coaches.

The findings of this study highlight the role of the state in providing more guidance surrounding the primary responsibilities of the master teacher. It is suggested that further attention be placed on creating and sustaining a professional development network for the master teachers serving NJ's early childhood programs.

As one of the few statewide studies of instructional coaching in early childhood, this study provides insights into how policy is translated into practice.

On April 2, 1987, IBM unveiled a series of long‐awaited new hardware and software products. The new computer line, dubbed the Personal Systems 30, 50, 60, and 80, seems destined to replace the XT and AT models that are the mainstay of the firm's current personal computer offerings. The numerous changes in hardware and software, while representing improvements on previous IBM technology, will require users purchasing additional computers to make difficult choices as to which of the two IBM architectures to adopt.

At the World Bank we are learning that economic development is more of a process of knowledge accumulation than of capital accumulation, all the more pertinent because the creation and dissemination of knowledge are accelerating rapidly. The stock of understanding of knowledge itself is growing more rapidly as a result of advances in our understanding of scientific principles. In addition, rapid developments in information and communications technologies (in part the results of these advances) are themselves speeding the rate of generating and diffusing knowledge. This is largely being achieved by reducing the cost of codifying and processing information.

Organisational levels are viewed as important analytic frameworks in organisational behaviour. In organisational behaviour and organisation development texts, they are frequently presented as static notions, providing convenient headings under which particular organisational behaviour elements can be located. How an integrative framework of four organisational levels – individual, face‐to‐face team, group/divisional and strategy/policy – which emphasises cross‐level links was used as a core construct in an executive MBA programme is described.