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At Sebastiani Vineyards, a 7,000‐year‐old wine‐making tradition joins the information age.

IT is now just forty‐eight years since, on the first page of The Library World, James Duff Brown wrote: “for quite a number of years Librarians and Library Authorities have been urging the establishment of a magazine which will reflect accurately and systematically the various phases of modern library work and progress. A demand has also arisen for a magazine of a more independent nature than anything hitherto issued, or, at least, one which is not hampered in any way by official connexion with a Society or other public body.” As then, we open the first page of the Forty‐Ninth Volume we are glad to assert that through the two generations of our existence the policy, enunciated in our first Editorial has been sustained. It cannot be greatly improved upon for our future, although library policy may and will change rapidly if all present prognostications have any substance in them. We intend, so far as we can, to promote progress, to endeavour to allow expression to younger writers, to support all the good efforts of the Library Association and any other body which energizes libraries, but never to be subservient to them or fear to ask questions.

Asian Review of Accounting (ARA), a leading journal in the field of accounting, completed its 29 years of active publishing in the year 2019. The primary objective of this study is to provide a comprehensive overview of the journal's publishing activities over these years.

The authors use the bibliometric analysis and graphical visualization of bibliographic data to ascertain the publication pattern of ARA. Annual publication and citation structure, leading trends in authorship, institutional affiliation, country affiliation, most cited papers in ARA, documents most cited by ARA and frequency of keyword occurrence are also studied to provide a comprehensive overview of the journal between 1992 and 2019.

Major findings show that ARA has a progressive trend, in terms of both productivity and stature. The journal is highly influenced by Australia and Malaysia in respect of productivity. Major themes published include auditing, financial accounting, governmental and nonprofit accounting, corporate social responsibility, accounting education and financial reporting.

This study offers the first of its kind comprehensive summary of the research work published in ARA.

OK, listen up. Here's how to win the 500‐meter freestyle swimming event at the next Olympics: Swim faster than your competitors do. Simple, absolutely true, but not easy advice to work with. You'll find the same sort of advice in the books in this issue's Stack.

The purpose of this paper is to build understanding of the concept of social enterprise in the social marketing community and to report on empirical research designed to develop an understanding the perceptions and practices of marketing within social enterprises. This addresses a significant gap in the current literature base and also provides insights for social marketers seeking to pursue social change initiatives through social enterprise.

This empirical investigation uses a qualitative investigation of 15 social enterprises informed by a grounded theory approach. Researchers conducted interviews with senior decision-makers responsible for marketing activities and strategic policy, and gathered additional data regarding the organizations in the form of archival materials, including strategic planning documents, promotional materials and firm-generated online content.

Strategic marketing practices used by social enterprises are shaped by moral, pragmatic and cognitive legitimacy influences stemming from imperatives to achieve congruence with institutional norms. This study exposes the challenges social enterprises face in developing strategic marketing activities that address business needs, while balancing stakeholder interests linked to the social missions of such organizations.

This qualitative study pursues depth of understanding through focused investigation of a small, regional sample of Canadian social enterprises. The findings demonstrate that social enterprises are similar to both not-for-profit and small- and medium-sized firms in terms of their marketing approaches, but face particular institutional legitimacy challenges when developing and implementing strategic marketing activities.

This paper highlights the influences of institutional legitimacy on marketing practices and approaches in social enterprises. Understanding these influences is crucial for social marketing practitioners, as they develop strategic activities. The findings from the research provide a baseline upon which to begin to build both our theoretical and practical understanding of the potential utilization of social marketing through social enterprises.

Understanding the challenges social enterprises face in developing their strategic marketing activities provides deeper insights into social enterprises for social marketers, who might consider using social marketing in such organizations to achieve social change.

This paper offers empirical evidence grounded in depth investigations of 15 social enterprises operating in a Canadian context. The findings help to extend our understanding of the complex institutional influences impacting marketing practices within social enterprise organizations. These institutional influences help to attune social marketers to the potential opportunities and challenges of using social enterprise as an organizational form for launching social marketing programs.

This paper aims to present perceptions of sales executives from three countries regarding expectations for the future of the sales profession and sales position.

Results of a thematic interpretation of in‐depth interviews are presented, using several agenda‐setting articles as a foundation.

Executives struggle with how salespeople should add value, especially in today's multi‐channel environment. Greater professionalization is needed in countries where the state of the profession is less developed. Emergent strategy is practiced but not universally. Sales executives generally believe that little incremental value in technology can be gained, though it is apparent that technology is not being fully utilized. Other findings are also discussed.

Researchers should consider classifying sales research by sales strategy rather than industry or country unless those aspects are factors being studied; further, questions such as how do salespeople create value and when is human intervention in the sales process required are offered.

Executives should re‐examine sales technology, particularly in managing and transferring knowledge. Emergent strategy requires processes for identifying and transferring effective adaptation. Sales organizations must develop, at the salesperson level, greater business acumen, to be gained through training, experience or selection.

This study identifies issues and factors that will influence sales practice and should influence sales research into the future. Particularly, the study is the first to highlight the use of emergent strategy, as well as the issue of identifying and creating value.

Ambidexterity has been shown to contribute to project performance. Recent studies of ambidexterity on the project level focus on multilevel knowledge resources, individual actions and structural ambidexterity. However, the role of project management methods remains unclear. This is surprising because project management methods are broadly disseminated as standards. The purpose of this paper is to theorize how project management methods affect ambidexterity on the project level.

It is demonstrated how routine theory adds to a better theoretical conceptualization and understanding of project management methods. The analysis of this paper contains, first, the reconstruction of the contribution of each action in “Scrum” to either exploitation or exploration and, second, the discussion of roles in Scrum. To conclude, a “big picture” of what ambidexterity in projects can look like is developed.

The main findings suggest that Scrum facilitates sequential and contextual ambidexterity by producing a pattern of alternating exploitation and exploration actions and by assigning specific roles.

For practitioners this leads to steps they can take to enhance ambidexterity in projects. It is suggested to staff explicitly ambidexterity-related roles like a Scrum Master and to persist on explorative actions like adaption of project goals and Customer Feedback.

First, the present paper contributes an analysis of the underlying micro-mechanisms of sequential and contextual ambidexterity in projects. Second, it informs practitioners on what aspects of project management methods they should pay attention to.

The purpose of this paper is to examine the leadership expectations of young employees in intrapreneurial jobs.

Group interviews were conducted with 42 young intrapreneurs and 13 leaders of a Dutch ICT consultancy firm. Data were coded and analyzed using qualitative data analysis software.

The authors find ten different expectations on leadership. Young intrapreneurs expect to have a personal connection, sufficient feedback, ample freedom, and trust, clear directions when asked and a leader who is a role model.

This qualitative study was conducted in one organization. It however sheds a first light on expectations of employees with intrapreneurial job requirements.

In order to motivate and guide young intrapreneurs, direct supervisors should aim not to breach expectations. By getting to know their employees on a personal basis, taking the time to coach them in their career goals, showing intrapreneurship themselves, focusing on an open relationship, and providing a challenging and dynamic environment, direct supervisors build a strong and cooperative relationship.

This paper is one of the first to look at the relationship between direct supervisors and intrapreneurial employees. Doing so, it also expands the current knowledge of Implicit Leadership Theory by exploring expectations of young intrapreneurs and adds to the full-range leadership theory by showing the importance of investigating its subdimensions.