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The purpose of this paper is to inquire into how conceptualising is done in the industrial network approach (INA).

The description and analysis of conceptualising is based on key INA references and an example illustrating the characteristics of conceptualising in individual studies.

The paper concludes that there is an open and interactive way of conceptualising in the INA. The empirical and theoretical grounding achieved through combining concepts in individual empirical studies interplays with conceptual development in the research community over time.

Three paradoxes are suggested for further discussion of conceptualising as a key element in theorising in the INA community.

By explicating how INA researchers engage in conceptualising both in individual empirical studies and as a community, the authors identify characteristics similar to the empirical phenomena in focus of the research: interaction, combining and heterogeneity of concepts.

An American in London — John T. Gurash, of the giant INA corporation, is planning a multi‐million investment here and in Europe. The flow of dollars has not been halted by gloomy tales; if anything, it looks like increasing.

Business relationships are considered long-term and stable. Furthermore, over time, business relationships are expected to become and remain “institutionalized”. The undertone is that this process is deterministic and inevitable. While the authors do not question the long-term nature of business relationships, they argue that the process of “institutionalization” requires more construct clarity. Consequently, they ask the following: What is the source of resilience in business relationships, and how are these relationships maintained over time?

To unravel these questions, the authors conducted an historical case study of a business relationship between a government buyer and a software seller extending over two decades.

The authors found that while the network around the business relationship is crumbling and all odds are in favor of relationship dissolution, the active maintenance work of key individuals in the relationship prevented detrimental effects and resulted in not only its continuation but also an increased degree of institutionalization.

The authors contribute to the Industrial Network approach (INA) by providing a non-deterministic approach to the typically taken-for-granted end phase of business relationships.

The findings illustrate that the process of institutionalization is manageable but requires hard work, highlighting managers as the principle vehicle of relationship maintenance.

The authors provide construct clarity around the process of “institutionalization”. In fact, they regard the process as reverse compared to the early interpretation in the INA literature in which a business relationship is assumed to start as a “clean slate” and then begins to represent the industry codes of practice over time. They found that “institutionalization” implies that a business relationship is no longer compared with nor is comparable to the institutional prescriptions; in contrast, the relationship has established its own rules and norms, which have been taken for granted by the buyer and seller organization.

Training and development at a company that supplies components to the automotive industry could provide a template for business growth and development in an increasingly complex business world. INA Llanelli is the production facility for INA Bearing Company Ltd., a UK subsidiary of the German‐owned international group, INA Schaeffler KG. The Llanelli plant – which specializes in making bearings, precision components, mechanical tappets and tension pulleys, most of which are supplied to the automotive industry – recently won the people‐development company prize at the 2003 Welsh Business Awards.

In spite of the rise of social media influencers observed in the 2010s, the direction and future of influencers are ambiguous. This popular yet overused marketing tool has shown certain problems and limitations such as a decrease in perceived authenticity and market saturation. Additionally, the outbreak of COVD-19 has amplified the significance of these factors and made many companies and influencers reconsider their involvement in influencer marketing. Within this context, this paper aims to explore whether influencers were impacted by diminishing perceived authenticity, market saturation or the prolonged pandemic. Also, the authors aim to investigate influencers’ perception of the future of influencer marketing post-pandemic.

To gain insight into trends in influencer marketing from the influencer’s perspective, this paper uses qualitative research in the form of interviews with influencers and industry professionals.

The findings highlight the importance of perceived authenticity for success in influencer marketing. Most interviewees indicated that they had noticed a boom in social media influencer marketing before the pandemic, yet provided mixed views regarding the market during the pandemic. Several believe that influencers will continue to be relevant in the increasingly digital world (e.g. increasing digital marketing spend and e-commerce), whereas an expectation of new digital platforms and innovations was also observed. In the long term, saturation and decreased effectiveness were predicted by several interviewees.

This under-researched topic is of relevance especially to consumer goods companies, as social media marketing and influencer marketing are currently highly effective and popular tools. To refine marketing strategies designed around influencers, understanding the limitations, in the context of COVID-19, is crucial.

Purpose – This paper explores how the interactive dynamics of peer education models within independent youth media outlets facilitate and impede youth engagement in media activism and social change work, more broadly defined.Design/methodological approach – Ethnographic and participatory action research methods are used with the youth media hub, Youth Media Action (YMA), to examine the possibilities and challenges that peer media educators confront in cultivating a noncommercial space for the collective production of oppositional media. YMA specifically seeks to involve youth from marginalized communities.Findings – The results suggest that peer-to-peer education models do act as vehicles for political engagement as youth experience shared ownership, cultivate solidarity, and acquire community organizing skills through the collective production of oppositional media. At the same time, challenges can surface when peer educators juggle multiple roles and participating community youth groups espouse differing organizational values and pedagogical sensibilities.Research limitations/implications – This study offers a potential pathway for further research on how peer education and collective media making models influence youth citizenship and social change work.Originality/value – The focus on the organizational and social dynamics of peer education models is useful in understanding youth citizenship and digital access as a collective experience for youth living in disenfranchised communities that seek out these spaces for not only media making but also community building.

This study provides a comprehensive framework of adaptation in triadic business relationship settings in the service sector. The framework is based on the industrial network approach (see, e.g., Axelsson & Easton, 1992; Håkansson & Snehota, 1995a). The study describes how adaptations initiate, how they progress, and what the outcomes of these adaptations are. Furthermore, the framework takes into account how adaptations spread in triadic relationship settings. The empirical context is corporate travel management, which is a chain of activities where an industrial enterprise, and its preferred travel agency and service supplier partners combine their resources. The scientific philosophy, on which the knowledge creation is based, is realist ontology. Epistemologically, the study relies on constructionist processes and interpretation. Case studies with in-depth interviews are the main source of data.

Examines the extent to which social policy adopted by the colonial government in Hong Kong (prior to its hand‐over China in 1997) has set the agenda for the government of the newly formed Special Administrative Region (SAR). Chronicles the historical development of social policy in Hong Kong since the inception of the colonial government in 1842; identifies that, with the exception of a short‐lived period of expansionism (stimulated by social unrest in the mid‐1960’s) social welfare provision appears to have been low on the government’s agenda and incremental in nature ‐ the emphasis being on economic growth, rather than public spending on welfare programmes. Examines the strengths and weaknesses of this incremental approach; outlines the commitment of the SAR government to the market economy and its proposals for a modest increase in welfare provision, essentially building on the legacy left behind by the colonial government.

The need for strong leadership is at the top of the agenda for many companies, but understanding what constitutes good and effective leadership that will help companies overcome transitionary periods such as economic downturns or increased competition is not as simple as it might seem. Many companies are spending a lot of time and money to train their top management, but these training methods often do not fulfil the business and individual needs critical for long‐term survival. Examines one company where the provision of focussed, business enhancing management and leadership has helped to fuel the next stage of its development.