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Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

This study investigated whether a course which focused on raising students' awareness of sustainability, from a balanced perspective, that is, one which gives equal consideration to the social and economic aspects as well as the environmental would produce graduates with the knowledge and commitment required to drive the sustainability agenda forward. The paper aims to discuss these issues.

An analysis of students' final entries in their reflective journal was used to explore whether their views on sustainability reflected a balanced view.

The findings of this research confirmed previous studies showed that initially students do have an enviro-centric bias. It also showed that despite experiencing a pedagogical approach which challenged views by encouraging discussion, debate, and reflection and which provided what was considered to be a balanced view of sustainability, many of the students still leaned towards an environmentally focused perspective of sustainability.

The conclusions are based on one data set but are supported by other data described in the paper.

The finding led the authors to conclude that a concerted holistic effort within and across courses is needed within tertiary institutions if students' views about sustainability are to be challenged.

The outcomes demonstrate that students' reflective journals can be used to gather information about the change in students' perceptions about sustainability.

The purpose of this empirical paper is to determine the effects of line extension introductions on parent brand equity.

The paper uses a cross‐sectional sample of 318 supermarket brands. A system of equations is proposed and estimated using seemingly unrelated regression.

Brands benefit from line extension introductions, but only high equity brands benefit from innovation. Low equity brands benefit from the solo advertising of their new line extensions.

The results suggest that there are two routes for improving brand equity; high equity brands can introduce innovative products, while low equity parent brands may improve brand equity by supporting new line extensions with solo advertising.

The paper is important in identifying the effects of new product introduction and innovation on brand equity.

The purpose of this paper is to investigate the pricing strategies of me‐too brands.

This research estimates an empirical model using a panel data of 20 consumer packaged goods sub‐categories.

Me‐too brands face pricing constraints that restrict them from pricing aggressively versus the feature pioneer. The results show that private label brands have the most flexibility to price aggressively. Line extensions me‐toos and new brand name me‐toos do not cut price. Line extensions of national brands are constrained by their parent brand's prices. New brand names are constrained by the higher costs of launching a new brand name. Thus, it appears that consistent product line pricing and covering the costs of launching a new brand name limit price competition versus the feature pioneer.

This research is limited by the lack of distribution data, the lack of customer mind‐set measures of brand equity, and the limited number of private label me‐toos in the sample.

Feature pioneers need not worry about price cutting from line extension and new brand name me‐toos. They can set prices to cover their development costs and meet their strategic goals. Without the ability to undercut the feature pioneer, me‐too brands need to utilize other marketing tools to compensate for delayed entry.

Conventional wisdom suggests a me‐too brand succeeds if it charges a low price as low prices are essential to obtain trial. This paper provides empirical evidence that certain types of me‐too brands are restricted from aggressive price cutting.

Critical and prescriptive evaluation of human resource management (HRM) tells us little about the direction in which its practice and rationale purport to push management. Contends that the prevailing course of HRM ventures to make management more entrepreneurial. Distinguishes between the spirit and substance of HRM. The former propagates “empowering” employees and line managers to square the circle of increased competition, improved efficiency/productivity and financial stringency. The substance of HRM involves a reconfiguration of existing management structures in an effort to re‐create an entrepreneurial philosophy in management practice. First distinguishes entrepreneurship from traditionally defined management. Second, locates disparate HRM initiatives as entrepreneurial. Finally examines tensions between the two forms of management by reference to contemporary sources. In conclusion seeks to demonstrate that substance makes spirit a utopian vision, at least in the UK context.

This paper reports on a case study of an internationalized‐industry Engineering Process Plant Contracting (EPPC). The study examines how a leading engineering contracting project management firm has responded to heightened competitive pressures through a process or organizational change. A key aspect of this focused on the contribution of the corporate human resource function to “bottom line” performance. “Exbeck” made its corporate function a full business partner in project management. The paper suggests two conclusions. First, the human resource function can become a full business partner without losing integrity to line managers. Second, examining competitive conditions faced by a particular firm can reveal how unresearched competitive practices may inform and challenge well rehearsed academic positions. Moreover, in particular sectors practitioner perceptions on “best practice” and competitiveness may be ahead of those presented by the academic community.

The purpose of this paper is to examine travellers' experiences with public houses in Colonial Victoria, to determine how the hospitality industry in the colony was transformed from primitive hospitality provision to sophisticated, well managed hotels in a relatively short time.

The article reviews public records, newspapers of the period, eye‐witness accounts and key texts to chart the development of the hospitality industry in Colonial Victoria and to demonstrate how primitive inns became modern hotels within the space of three decades.

This paper highlights how the discovery of gold in 1851 prompted an unprecedented influx of travellers whose expectations of hospitality provision led to the transformation of existing hostelries from crude and primitive inns to modern, sophisticated hotels.

The research is confined to Colonial Victoria and therefore, not necessarily a reflection of the colonies in general or general trends in hospitality provision at that time.

Tracing the roots of hospitality provision and the traditions of hospitality management can provide a greater understanding of modern hospitality practice. As O'Gorman argues “[…] with historical literature contributing to informing industry practices today and tomorrow: awareness of the past always helps to guide the future”.

This paper adds to the body of knowledge in relation to the roots and evolution of commercial hospitality.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

As the pharmaceutical industry faces a more changing environment, talent management appears to be a key differentiating element. Key talent retention strategies must be assessed during the mergers and acquisitions negotiations and implemented during post-acquisition integration. The purpose of this paper is to show how this can be done.

The paper adopts a single-case approach to show how talent can be managed during the post-acquisition phase after a takeover. Focussing on the acquisition of Genentech by Roche in 2009, it demonstrates how the Swiss pharmaceutical giant overcame a difficult initial start to the acquisition by adopting a nuanced talent management strategy.

The findings from this paper demonstrate best practice management and retention strategies needed to retain key talent. A decade after the acquisition, the Roche–Genentech tie-up is cited as one of the most successful in the life sciences industry. Roche’s talent management strategy has gained particular applause with Genentech consistently being named one of the best places to work (Wharton Work/Life, 2016). Investors are equally content. Sales of Genentech’s main products have tripled to $21bn since the acquisition.

This paper offers a concise and clear outline of the HR strategies used by Roche to ensure the successful integration of Genentech. During the takeover, talent management issues had the potential to be particularly acute given the highly independent DNA of Genentech’s organisation structure. As the pharmaceutical industry faces a more changing environment, efficient talent management appears to be a key differentiating element.

The purpose of the current study is to test a model of the psychological processes that mediate the impact of managerial supportive and unsupportive behaviors on employees' job‐related attitudes and strain.

Data were collected using a cross‐sectional, online survey of employees working in a human services organization who were asked about their managers' support and attitudes toward various aspects of their jobs. The employees included direct service providers, agency administrators, and managers.

Structural equation modeling revealed that perceived job autonomy and perceived manager sentiment explained the relationship between managerial behaviors and job satisfaction, job strain, and turnover intentions. Although job self‐efficacy was significantly related to both supportive and unsupportive managerial behaviors, it did not explain the relationship between managers' support‐related behaviors and the outcomes of interest.

Since these data are based on self‐reports, common method bias may have inflated the relationships among the variables. Also, ratings of supervisor behaviors and work‐related perceptions may have been confounded with other unmeasured individual differences, such as neuroticism, and optimism. In addition, the generalizability of the theoretical model is unknown because it was tested in one organization.

Managerial and leadership development programs can draw on the study findings about particular managerial behaviors that are linked to employees' perceptions of control and to their managers' sentiments about them, which in turn influence how they feel about their jobs and organizations.

Three original contributions of the study are that: it capitalizes on a detailed, inductively‐derived behavioral measure of managerial support; it examines the effects of both supportive and unsupportive managerial behaviors; and it responds to the call for studies investigating the mechanisms whereby support influences job‐related attitudes and strain.