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Strategic market planning for the multi‐product, multimarket firm is a particularly complex problem. The company may have many different products serving similar numbers of markets with widely different potentials. Some of the products may be in a strong position relative to competitors while others may be in a weak position. Each product will have its own strategy.

This paper examines location decision in the light of recent developments in areas which impact on distribution decision making. It is shown that these developments have and will continue to have serious implications as far as the use of previously developed location models is concerned. First, the elements associated with total distribution and total cost concepts will be discussed. Second, the implications of customer service considerations will be mentioned. And finally, some of the more recent environmental developments which impact the location decision will be examined.

A framework for evaluating public opinion towards franchising is proposed and empirically tested in an emerging market, India. Franchising in an emerging market was selected as the context because – (1) future growth is likely to come from newly emerging markets, (2) franchising is primarily seen as a foreign concept in emerging markets and has attracted its fair share of attention, both positive and negative. The results indicate that people evaluate franchising using four key factors – well being of small businesses, socio‐economic, socio‐cultural well being, and employment opportunity. This study further investigates the relationship between these factors and patronage behaviour. Some of these factors were associated with patronage behaviour and the associated residual feeling. Clearly, in order to succeed in emerging and developing markets, the franchising industry must pay heed to public opinion.

According to a recent study, one of the ten most stressful occupations in the USA is that of a financial services salesperson. Severe job stress has been linked to decreased satisfaction, commitment and productivity, and increased absenteeism, burnout and turnover. Aims to test a model of job stress in the financial services profession, focussing on two central sources of stress: individual characteristics and organizational factors. Based on a sample of 288 stockbrokers in nine mid‐south metropolitan areas, finds that the major determinant of job stress is role overload. Recommends that managers impart better time management skills to salespeople, and hire highly competent sales assistants to handle much of the routine work. In order to reduce role conflict and role ambiguity, suggests that sales managers grant salespeople a high degree of autonomy and provide a high level of constructive feedback.

Presents a dynamic model of the consumer complaining behavior process. Is unique in that it distinguishes between negative word‐of‐mouth that occurs prior to seeking redress (or in lieu of seeking redress) and negative word‐of‐mouth that occurs after seeking redress. Another unique aspect of this study is that it specifically recognizes positive word‐of‐mouth as a possible post‐complaint response. The results indicate that the major factor that determines why some dissatisfied consumers seek redress and give the seller a chance to remedy the problem, while others exit and engage in negative word‐of‐mouth behavior, is the perceived likelihood of success. Results also show that, once a dissatisfied customer seeks redress, that person expects to receive a fair settlement but, more importantly, to be treated with courtesy and respect. Based on these results, discusses the pervasive effects of customer service on consumer complaining behavior, and offers managerial recommendations.

In a work environment marked by unprecedented complexity, volatility and ambiguity, managers must accomplish their objectives while navigating many challenges. This paper aims to investigate potential interrelations among environmental transformations, cognitive biases and strategic decisions. In particular, the purpose of the study is to crystallize the state of art on the impact of cognitive biases on strategic decisions, in the context of environmental transformations.

The authors have conducted a systematic literature review to identify existing relevant work on this topic and to detect potential avenues for future research.

The findings highlight how decision-making is influenced and enabled by internal (e.g. perception) and external factors (e.g. digitalization). Specifically, the strategic role of cognitive biases appears to be crucial when investigating the related impact on strategic decisions in times of environmental transformation.

Implications are drawn for scholars and practitioners interested in evaluating the role of specific decision-making determinants for the formation and implementation of strategic decisions. In this sense, we stress that decision-makers need to manage their cognitive biases and select the right information out of a wide data set in order to adapt to environmental transformations.

By systematizing the literature review, potential interrelations among environmental transformations, cognitive biases and strategic decisions are identified. Furthermore, the primary phases that drive the decision-making process are proposed (analysis, decision, onboarding and control).

The purpose of this paper is to explore the role of four cognitive biases, namely, selective perception, exposure to limited alternatives, adjustment and anchoring, and illusion of control in anticipating and responding to Distributed-Denial-of-Service (DDoS) attacks.

The paper is based on exploratory case study research and secondary data on decision making in the Australian Bureau of Statistics (ABS) in regards to planning and managing DDoS attacks on Census day in 2016.

Cognitive biases limited the ABS’s awareness of the eCensus system’s vulnerabilities, preparation for and management of DDoS attacks. Cyberattacks are on the increase, and managers should expect and be prepared to deal with them.

Due to the sensitivity of the topic, it was not possible to interview relevant stakeholders. Analysis is based on high-quality secondary data that includes comprehensive government reports investigating the events on Census day.

Cyberattacks are inevitable and not an aberration. A checklist of actions is identified to help organisations avoid the failures revealed in the case study. Managers need to increase their awareness of cyberattacks, develop clear processes for dealing with them and increase the robustness of their decision-making processes relating to cybersecurity.

This the authors believe that it is the first major study of the DDoS attacks on the Australian census. DDoS is a security reality of the twenty-first century and this case study illustrates the significance of cognitive biases and their impact on developing effective decisions and conducting regular risk assessments in managing cyberattacks.

The challenge of writing a historical biography is interesting from several perspectives. The writer primarily seeks to provide a clear picture of the subject without imposing personal biases. Maintaining an objective perspective becomes more difficult when deciding which material to include or exclude. This challenge became very evident when we began to write about Mary Sheldon Barnes. She was a leading educator at the end of the nineteenth century in the United States. It is easy to overlook her writing in educational history, but her impact on teaching methodology is present today in most classrooms. She was a pioneer because she included “sources” or pieces of original documents and pictures in her first textbook entitled Studies in General History. Her educational contributions have been blurred for several reasons which are explored in this research.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).