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In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The key to any successful organization must be its communication network. Bold statement, but is it true? It is, of course, a sweeping generalization and one with which anyone would have difficulty in picking an argument. One way to determine what is, and what is not, vital to your organization is by eliminating it from the equation and asking yourself where you would be without it. Do away with your communication system, apart from the most basic, and see what you are left with? If the answer is not a great deal, then you can, it is hoped, appreciate the importance of what you have, and realize the attention it deserves. Taking things for granted is an all too common phenomenon.

Logistics and related journals typically are oriented towards two audiences: practitioners and/or educators. This article examines practitioner and educator perceptions of logistics and related journals. Comparisons are made among the various journals both with each other and with the perceived ideal characteristics of logistics journals. While differences were found to exist between the academics and practitioners, the overall perceptions were surprisingly similar.

World business, multinational company, and world enterprise are all terms being used with more frequency as a significantly larger number of businesses become international both in philosophy and in scope of operations. For a continually growing number of firms, the entire world is considered a marketplace for their products.

As business approaches the next century, numerous challenges and opportunities will be faced by logistics practitioners and academicians. New and expanded perpectives, coupled with the traditional concepts, will have to be blended. One perspective, and certainly not the only one, is presented. It is argued that people in logistics have generally taken a limited view of the discipline. If the area is to achieve the level of importance prophesised for it, academicians and practitioners will have to take a much broader and pervasive view of what logistics is and what it could become. Some questions are posed to those involved in the logistics process.

As logistics talents in both Taiwan and Hong Kong are expanding their work area to Greater China, it is best to understand the competencies that logistics talents should possess. With this in mind, this study takes Mainland China, Hong Kong and Taiwan as the study scope, as well as logistics teaching and research experts and scholars as the study objects. The research findings can not only serve as informative references for universities intent on cultivating logistics talents, but as well as enhance the scope of both Taiwan and Hong Kong talents’ competence that can pave the way to the development of the logistics business in Greater China.

The distribution sector has been hard hit by the energy/ecology crisis. Higher fuel costs coupled with reduced availability of many energy sources have adversely affected distribution activities. Growing levels of pollution have caused global concern. As a part of the physical distribution activity, the transportation modes have been particularly vulnerable to the energy/ecology crisis because they rely so heavily on energy resources. It is important that those involved in physical distribution understand the distribution‐energy/ecology interface. Recognition of the effects that the energy/ecology crisis has had, and will have, on distribution is an integral part of logistics planning and control. The energy/ecology crisis will not go away and it behoves the physical distribution manager, educator and public policy maker to: (1) Understand the Problem, (2) Recognise how the problem pertains to him directly and/or indirectly, and (3) Determine how he and others will react to the problem in the future.

Reviews a book focused on green marketing management, weak on its logistical implications; and a journal article looking at service quality in the transportation industry.

This research aims to investigate the moderating impact of product shadows in gestalt versus component product frames on ad effectiveness perceptions. It offers insights on shadow-compatible and incompatible modes of product presentation color as well as consumer visual processing modes that offer optimal advertising effectiveness.

This research begins with a content analysis of some popular print magazines and builds on qualitative findings from interviews conducted with two industry executives. It then undertakes four experiments to test the proposed hypotheses following a more deductive approach.

Results reveal that incorporating product shadows increase ad effectiveness for gestalt products presented in black-and-white, but lower ad effectiveness for component products presented in color. Additionally, ad effectiveness for a gestalt (component) product presented in black-and-white (color) increases (decreases) in the presence of product shadow when consumers are currently processing in a compatible, gestalt (component) visual mode.

In addition to extending the limited marketing research on product shadows, this research contributes to the literature studying information communication theory (ICT) and advertising effectiveness, Construal-Level Theory (CLT), Heuristic–Systematic Model (HSM) of information processing and stylistic visual cues used in advertising.

This research is focused on advertising effectiveness, providing a tangible outcome of interest to practitioners. An optimal use of this simple, inexpensive and stylistic ad element can help managers design effective communications without forgoing established brand equity.

Limited marketing research on product shadows has only looked at their impact on product luxury implications (Sharma, 2016), experiential versus functional brand evaluations (Sharma, 2018) and product heaviness perceptions (Sharma and Romero, 2020). To the best of the authors’ knowledge, this work is the first to investigate specific gestalt versus component product contexts and the role of black-and-white and colored product presentations, along with specific consumer visual processing modes where shadows either increase or decrease the overall ad effectiveness.

The notion that a firm's total costs could be reduced, customer service improved, and interdepartmental conflicts substantially reduced if distribution activities were more closely co‐ordinated and centrally programmed, has emerged as an important concept in physical distribution and marketing. This concept has become known as “integrated physical distribution management” and has attracted the interest of practitioners and academicians alike. The National Council of Physical Distribution, an association of more than 2,000 distribution executives and educators, defines physical distribution management as: “Physical distribution management is the term describing the integration of two or more activities for the purpose of planning, implementing and controlling the efficient flow of raw materials, in‐process inventory and finished goods from point of origin to point of consumption. These activities may include, but are not limited to, customer service, demand forecasting, distribution communications, inventory control, material handling, order processing, parts and service support, plant and warehouse site selection, procurement, packaging, return goods handling, salvage and scrap disposal, traffic and transportation, and warehousing and storage.” NCPDM Revised Version—1976 This concept of tying together a number of distribution activities and viewing the result as a system represents an “integration” of the traditionally fragmented physical distribution management function.