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Arguing that it is necessary to look into specific global leadership processes in specific contexts, this article focuses on collective global leadership in self-managed multicultural teams using an input-process-output model. Building on a study of nationally and culturally diverse self-managed teams, our work demonstrates that collective global leadership in these teams is critical for team performance (output). Our study also examines some of the affective or attitudinal antecedents of collective global leadership in self-managed multicultural teams (process) and their members’ goal orientations (input). Our findings suggest that a team learning orientation may greatly help multicultural teams overcome the liability of cultural diversity, create a positive intra-team environment, and enable collective global leadership. Our research also suggests that team performance orientation moderates the above effects.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

In this article which is based on a marketing analysis of Michael Porter′s definition of competitive strategies, the confusion present in marketing and strategic management texts as to the definitions of the three strategies of low cost, differentiation and focus is noted. The idea that using price to differentiate means a firm is using a low cost strategy is dismissed and the value of a definition of focus strategy as merely some degree of extreme differentiation is questioned. New definitions of the three strategies are proposed which are based upon the idea that firms react to, and take actions which influence, the structure of the market in which they operate. They influence market structure through determining the market′s proximity level ‐the minimum level of marketplace performance which a firm must reach in order to compete across the broad marketplace. If a firm has the ability to reach this level and go further to excel in the provision of one or more benefits, it can implement a differentiation strategy. Alternatively, it can attempt to lift the market′s proximity level or partake in imitative activity, which reduces the potential bases for differentiation in the market, a low cost strategy (only sensible for the firm with the lowest costs of production). If a firm lacks the ability to reach the proximity level, it must seek segments which do not require reaching proximity in order to serve them, a focus strategy.

This study extends previous literature on social exchange by investigating the mediating effects of leader‐member exchange on the relationship between procedural justice, job attitudes and turnover in a unionized setting. Past research has shown that procedural justice and subordinate/supervisor exchanges are related to job attitudes and turnover. These relationships have normally been studied in non‐union settings, in which union contextual variables are not considered. The current study uses hierarchical linear modeling to test theoretical models of these relationships in a unionized setting, where procedures and managerial treatment are more clearly defined and regulated. Results reveal that both procedural justice and leader‐member exchange are related to organizational commitment and job satisfaction and leader‐member exchange is related to actual turnover. Leadermember exchange partially mediates the relationship between procedural justice and these job attitudes after accounting for the effects of union commitment (at the individual level) and union‐management relations (at the store level). From a managerial perspective, our results emphasize the importance of proper selection, training and performance appraisal of supervisors, with treatment and support of employees as a main focus.

This qualitative study explores the past experiences of six post-secondary students who self-identified as Lesbian, Gay, Bisexual, and/or Queer (LGBQ) and held leadership roles in student organizations at one large public institution. The purpose of this exploration was to better understand the impact of friendship on the development of a leadership identity. Utilizing Komives et al.’s (2005) Leadership Identity Development (LID) model as a framework, data were obtained from a series of three in-depth interviews with each participant and analyzed through a grounded theory approach. The significance of friendship was noted across all stages of the LID model. Based upon my findings and the suggestions put forth by the participants, a number of recommendations are made for higher education research and practice.

Introduces a decision framework for making strategic competitive choices beyond the product‐brand, business unit, or corporate levels of analysis. It adds a fourth dimension: the multi‐organizational strategic competitive unit which is responsible for planning and implementing competitive strategy in the global marketplace. Long‐range competitive success can no longer be achieved by a single company, and in recent years, the relevant competitive unit has shifted from the company to the larger competitive system of companies aligned in strategic collaborations for competitive advantage. For example, no longer is competition between one auto assembler and another, but between Toyota and its Keiretsu programme of global networking and strategic alliances with suppliers and other competitors against Ford and General Motors and their relative commitment to the more narrowly focused corporate competitive unit.

George Mortimer Pullman (1831-1897), nineteenth century US luxury rail car entrepreneur, divides opinion. Some commemorate Pullman as a brilliant industrialist, innovator and self-made man. Others view him as a loathsome robber baron, union buster, racist and affront to democracy. This paper aims to demonstrate Pullman’s significant contribution to marketing.

Historical accounts of Pullman are re-examined to highlight his company’s unique adaptation of numerous marketing techniques (consumer research, brand strategy, public relations, product launch, fashion cycle, advertising, product placement and customer service marketing).

Pullman’s distinct flair for understanding his market enabled him to develop marketing strategies intertwined with broader cultural changes in ideals and practices. Pullman’s construction of destination tourism met an expanding white middle class desire for recreation and escape from the economic and racial inequality of the city. Pullman’s creed that beauty acted as a civilizing agent spoke to the social norms of leisure class femininity. Constant release of ever-grander rail cars shaped a fashion cycle around which wealthy men’s status competition turned. Pullman pioneered the leasing of luxury to control his best asset: the service of black Porters’.

First, this paper provides a new perspective on George Pullman, a significant figure in US history. Second, it addresses a common bias in nineteenth century historical accounts that privilege the contribution of men, industrial labor and production and shadow the role of consumption, women and leisure. Third, it challenges the idea of a clean divide between industrial and post-industrial economies by tracing contemporary consumer culture practices to their nineteenth century roots (marketing, destination tourism, brand stories, democratization of fashion, tipping and service with a smile).