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This study aims to address the efficacy debate by exploring the nature of how prior team level performance affects future performance. That is, the purpose of this study is to understand whether or not the boost of efficacy associated with success leads to overconfidence that harms performance or to motivation that enhances performance.

This study used a quantitative approach to test competing hypotheses derived from both social cognitive theory and control theory. Specifically, the study made use of archival National Football League data, containing 5,120 longitudinal team level observations. This paper uses multi-level modeling to analyze how prior team level performance affected future performance episodes.

The findings of this study suggest that prior success leads to overconfidence which ultimately harms future team performance. Therefore, the findings support control theory in favor of the social cognitive theory. However, this study finds that the detrimental effects of overconfidence could be offset by monitoring and work breaks.

Due to the nature of the archival data source, it was not possible to directly measure efficacy. Thus, efficacy is inferred based on past performance outcomes.

This study suggests that it is important for managers and team leaders to pay careful attention to their team after successful performances. Specifically, team leaders may want to monitor their members or give them a break after successful performance episodes to avoid the negative effects of overconfidence.

This paper provides a direct test of the efficacy debate at the team level.

Taking an innovative approach, the aim of this paper is to apply the stakeholder view concept to the hotel industry in China, and identify two antecedents of the stakeholder relationship, namely, trust and commitment. The paper then seeks to examine the impacts of these two antecedents on the management practices of the two key stakeholders (the hotel owner and the customer) and to assess the effects of these practices on organizational performance.

An empirical survey using questionnaires was conducted on a sample of 228 three‐ to five‐star hotels in China. The results from confirmatory factor analysis and structural equation modelling were both satisfactory, providing a basis for discussion.

Three main results emerged. First, in model A, the key stakeholder is the hotel investor: both antecedent constructs, trust and commitment, were positively influenced by the organization's stakeholder management practices. However, in model B, the key stakeholder is the customer; trust was the only construct affected by stakeholder management practices. The second major result was that in both models, stakeholder management practices had positive and significant influences on financial performance and customer satisfaction. Finally, the results revealed that customer satisfaction positively affected financial performance.

The proposed framework and its results provide vital insights for industry practitioners and academics in the field of stakeholder management, where an alternative competitive strategy for an organization's wealth creation is acknowledged.

It is increasingly being recognised that cross‐unit working relationships have a key role to play in the successful implementation of marketing decisions. Although there is a substantial body of literature on marketing's interactions with other functions, particularly technical units such as R&D, within the context of the new product development (NPD) process, linkages between marketing and human resources (HR) have not been empirically investigated although they are widely advocated in both the marketing and HR management literatures. The conceptual model presented and tested in this paper focuses on the antecedents of effective marketing/HR interactions and posits successful marketing strategy implementation as an outcome of these. Results from a study of UK service organisations suggest that implementation effectiveness is affected negatively by conflict and positively by communication and specifically, interpersonal, not written. In turn, these interdepartmental dynamics are affected by senior management support, joint reward systems, and informal integration. A number of conclusions are drawn which have important implications for managers and researchers alike.

The purpose of this paper is to examine the process of innovation management in the eighteenth century in the context of the search for precision time keeping in the watch making industry. In particular it looks at how knowledge was managed and transferred among interested stakeholders in the process.

The paper reviews the published horological literature on the subject and considers it within modern theories relating to the management of innovation.

This paper illustrates that personal contact and collaboration is important to the development of innovation. The paper highlights the importance of networking in the process of innovation and collaboration as a means to share and develop ideas. Collaboration with organisations working in adjacent technologies was found to be present and competition promoted by the incentive of financial reward was found to be a motivator factor for moving innovation forward.

This paper will be helpful to academics who study innovation history as well as current innovation management practices.

The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

In the early eighteenth century, an English carpenter and clock maker, John Harrison, was awarded a phenomenal sum of money – £15,000 – when he made a great scientific and technological breakthrough. Harrison invented the marine chronometer which determined ships' longitude at sea. The Longitude Prize was established after the likes of Edmond Halley and Isaac Newton had failed to come up with a solution. Recalling the story in the Harvard Business Review, Kevin J. Boudreau and Karim R. Lakhari make the point that this is really an early example of what we now call crowdsourcing – getting ideas or creating new products and services by enlisting the help of a large body of people.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

At a recent inquest upon the body of a woman who was alleged to have died as the result of taking certain drugs for an improper purpose, one of the witnesses described himself as “an analyst and manufacturing chemist,” but when asked by the coroner what qualifications he had, he replied : “I have no qualifications whatever. What I know I learned from my father, who was a well‐known ‘F.C.S.’” Comment on the “F.C.S.” is needless.

It is now forty years since there appeared H. R. Plomer's first volume Dictionary of the booksellers and printers who were at work in England, Scotland and Ireland from 1641 to 1667. This has been followed by additional Bibliographical Society publications covering similarly the years up to 1775. From the short sketches given in this series, indicating changes of imprint and type of work undertaken, scholars working with English books issued before the closing years of the eighteenth century have had great assistance in dating the undated and in determining the colour and calibre of any work before it is consulted.

Reviews the first year of the Business Expansion Scheme (BES). Concludes that it was not an unqualified success. Adds that the 1989 budget offered a good opportunity for investment in assured let tenancies. Assesses the possibilities by region. Discusses demand and opportunity for letting. Concludes that the BES will increase public awareness of the major change in tenancy legislation.

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.

LOUGHBOROUGH was the first of the post‐war schools to be established in 1946. This resulted from negotiations of representatives of the Library Association Council with technical and other colleges which followed their failure to secure facilities within the universities on the terms of the L.A. remaining the sole certificating body. The late Dr. Herbert Schofield accepted their terms and added a library school to already varied fields of training within his college.