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This paper reports a study of managers in a small English building society. Its intent is to stress the importance of members’ contested understandings of the history of their institution. Management in this organisation were both a unitary and a divided group – collective in some respects but divided in others. This is demonstrated with particular reference to managers’ different accounts of the organisation’s past and the ways in which these were deployed as relevant resources for avoiding extinction in the future.

The purpose of this paper is to analyse the past decade's research into small‐ and medium‐sized enterprises, internationalisation 1999‐2009 and compare the findings to a previous review 1989‐1998 to see if research directions suggested then have been followed or not.

This paper presents observations from a content analysis of papers fitting key criteria and comparing conceptual, empirical and methodological approaches.

Progress has been made in some areas, for example, global and cross‐cultural coverage, multi‐sector and multi‐method approaches but in other ways there is more work to be done, for example, relevance to policy makers and longitudinal studies.

This work evaluates the contribution of relevant work 1999‐2009 and once again sets challenges for future research directions.

The review provides a research agenda for the future.

The value is in the reflective nature of the approach to the topic and in attempting to highlight success and failure from the literature in the last ten years.

The purpose of this study is to examine how different disciplines and sectors approach creativity, and how to improve cross-domain collaboration efficiency. Creativity is one of the most important factors that hugely contributes to the growth of economy, and the key to the modern organisation’s survival. There are considerable differences between disciplines regarding how they approach creativity since each discipline has a methodology which is designed to develop new ideas. Specialisation of disciplines can create difficulties when they start to interact in collaborations. Differences between sectors (Industry, Academia, Arts and Public) in definition of creativity, creativity measurement, management and collaboration motivators can hinder cross-sector collaboration efficiency.

A questionnaire was distributed over the Internet, and statistical tests were performed to find differences between groups how they view various dimensions of creativity.

By analysing various disciplines, the study revealed significant differences between the reward system, the creativity measurement, the required management support and the way how various disciplines solve complex problems. Sector analysis revealed significant differences in creativity quantification, personal traits, sensitivity to idea ownership, composition and size of the ideal team, communication and incentives to increase creativity.

In this study, only Internet users were sampled, and the majority of respondent were from Europe working in academic environment.

Misalignment of forces between disciplines causes inefficient cross- and multi-disciplinary collaborations, while inter-sector misalignment results in unproductive inter-disciplinary and trans-disciplinary teamwork. Special emphasis has to be placed on external factor, creativity measurement and collaboration motivator adjustment that were the most misaligned across the analysed groups.

The study indicates that to increase collaboration, efficiency factors that were scrutinised in this project have to be aligned across disciplines and sectors.

The rheology of thick film materials has proven to be a key factor in the fabrication of ceramic capacitors. Alternative techniques have been developed for rheological characterisation which have led to improved raw material control and enhanced product quality.

Surveys the literature on internationalisation research and identifies a number of theoretical and practical inadequacies in terms of current theory’s ability in describing behaviour of the smaller firm. A range of internationalisation theories are discussed, from their historical provenance in economic trade theory to the more recent developments concerning the impact of technology and networking. It is concluded that the majority of frameworks fail to readily explain smaller firm internationalisation behaviour. A number of implications and recommendations are presented, including the promotion of the belief that the emerging marketing and entrepreneurship paradigm provides additional understanding of smaller firm internationalisation, where creativity and innovative behaviour can act as a competitive advantage over firms with larger resources at their disposal. This then acts as a catalyst for internationalisation development.

The purpose of this paper is to implement a strategic decision-making framework by selecting clusters of maintainable machines and scheduling their maintenance as part of a company’s manufacturing strategy.

Multi-criteria clustering problem in conjunction with the application of a group technology is used to establish clusters of maintainable machines based on their need for maintenance according to the type of failures they can encounter.

Using the concept of group technology in conducting preventive maintenance will result in the grouping of machines according to the impact of a failure based on the criteria specified by the decision makers. Accordingly, it will facilitate the process of executing the maintenance itself by ordering spare parts and informing the maintenance personnel which will lead to minimize the maintenance cost.

The results presented in this paper are reliable, objective may be used to minimize the total cost of conducting preventive maintenance in a manufacturing environment.

This paper offers some thoughts on the current state of play in creative thinking and practice, and how we as entrepreneurial marketers might embrace an alternative methodology in order to promote an improved understanding of business.

The purpose of this paper is to use the case of the Museum of Old and New Art (MONA) in Hobart, Tasmania, to investigate the role of entrepreneurial marketing (EM) in shaping an arts enterprise. It draws on the notion of effectuation and the process of EM in explaining new venture creation and assesses the part played by David Walsh, the entrepreneurial owner/manager.

This case study analysis enables an in-depth appraisal of the impact of EM and effectuation within the growing domain of arts marketing.

The paper offers a glimpse into how creativity and business interact in the creation of new markets. It demonstrates how formal methods of marketing are bypassed in the search for owner/manager constructed versions of situational marketing. In addition, it provides insight into dominance of entrepreneur-centrism vs customer-centrism in entrepreneurship marketing. An additional contribution to knowledge is the use of effectuation to assist in better understanding of the role of EM in the market creation process.

The research carried out here builds on a growing body of work adopting the EM lens to better understand arts marketing and new venture creation.