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This paper aims to study the origin story of Harvard Business School’s involvement with the Indian Institute of Management Ahmedabad to study the reasons for the spread of American management education. It introduces both the explicit influence of Cold War politics and Indian development imaginaries to the export of American management thought in the early 1960s.

This paper relies on archival research for its primary source material, drawing upon rich archives of documents found at the Baker Library of Harvard Business School.

Harvard’s role in Ahmedabad was explicitly influenced by the Cold War anti-communist foreign policy of the USA, but did so opportunistically and contrary to the Ford Foundation’s (FF) original plans. Vikram Sarabhai, who was a key player in the Indian national imaginary of development, invited Harvard on his own initiative and forced the foundation to follow his interests rather than being a mere “subaltern.”

This paper could additionally add to the historical debate about the scope and periodization of the Cold War and the role of non-state actors.

This paper covers new ground in exploring the early connection between the Indian development imaginary and business education. It concludes that the export of hegemonic US management education was not successful during Cold War, and the FF was not as dominant as it was made out to be.

Food marketing has long been recognized to influence food preferences, consumption and health, yet little is known about the nature and extent of food marketing to young adults – especially with respect to their real-world encounters with food marketing and the appeals they find persuasive. This study aims to engage young adults to explore the persuasive power of food marketing and its platforms of exposure.

Participatory research with 45 young adults, who used a specially designed mobile app to capture the food marketing they encountered for seven days, including information on brand, product, platform and “power” (i.e. the specific techniques that made the advertisement persuasive).

A total of 618 ads were captured for analysis. Results revealed the dominance of digital platforms (especially Instagram, comprising 43% of ads), fast food and beverage brands (48% of ads) and the top persuasive techniques of visual style, special offer and theme.

This study uniquely draws from framing theory to advance the notions of selection and salience to understand food marketing power. It is the first study of its kind to provide a comprehensive look at the platforms and persuasive techniques of food marketing to adults as selected, captured and tagged by participants. It provides timely insights into young adults and food marketing to adults, including where it is encountered, the (generally unhealthy) brands and products promoted and how it is made meaningful.

This study draws parallels between the Major and Johnson eras to reclaim a discursive space beyond the media and political battlefields to examine long-term systemic failure of government PR.

As part of a wider study into government communications from 1979 to date, this paper draws on evidence from government archives from the 1990s, as well as contemporary accounts, official documents, media accounts, memoirs and biographies, to examine the PR record of two Conservative administrations divided by three decades.

News management during the Major premiership is worth serious scrutiny, not just as an interlude between two media-friendly Prime Ministers, Thatcher and Blair, but in comparison to Boris Johnson's struggle to contain the news narrative between 2019 and 2022. Both administrations experienced terminal reputational crises during their closing years but their means of managing the news were counter-productive and damaging to public trust (65).

Does this failure in public communication illustrate a systemic dysfunction in government-media relations and, if so, what is the role of government PR in these circumstances?

This article uses a comparison between fixed and moving variables associated with two very different administrations to identify the causes of ongoing systemic failure in government communication.

In today’s dynamic business environment, it’s crucial for companies to employ robust strategies and decision-making tools to remain competitive. This chapter explains the key comprehensive policies that can be applied by any company to maximise the effectiveness of the APPNIE framework. These policies include the following key elements for effective use of the APPNIE model: appointing an APPNIE manager responsible for maintaining and updating the model, collaborating with top executives, and formulating action plans; raising awareness of the APPNIE manager’s role across the organisation to encourage sharing valuable information (establishing clear procedures and channels for data collection); encouraging the communication of valuable data by offering recognition or rewards, ensuring a steady flow of filtered information; monitoring the eight quadrants using qualitative and quantitative data for up-to-date assessments of key APPNIE’s factors; organising regular meetings between APPNIE managers and directors from different functions to share perspectives, discuss action plans, and address challenges and opportunities. The chapter shows that by adopting these practices, companies can navigate ‘complexity’, make informed decisions, and enhance their overall success and competitiveness in the market.

Background: There is abundance of research that suggests middle market organizations operating in most countries play a major part in contributing to GDP growth attracting revenues for governments and generating jobs for the labor force. Evidence also shows that when middle-sized organizations compete, it often results in a catalyzing effect triggering innovation and the development of new products and services. At some point during the business cycle, owners are likely to seek to understand the value of their investment and company from the perspective of the market and potential buyers. The rationale for this research was to address the seller/buyer experience from early transaction process through deal closing, as often this is portrayed in literature as an overly simplified journey as just identifying buyers likely to pay the most and negotiating the terms to maximize the sale. The authors address the gap in the literature that would suggest this is not usually the case.

Methods: This study was conducted from 2013 to 2022 with 130 questionnaire responses from individuals who have undergone and completed the selling process.

Results: This study showed a range of predictor variables from economic buoyancy (timing) and retirement as motivations to sell as with the literature with some nuanced differences. The authors also found differences between the actors who consult and guide the selling process.

The aim of this study is to examine the role of relational benefits and brand experience measurements on willingness to pay more (WPM), effects of word of mouth (WOM) and repurchase intention (RI) in fast-food restaurants (FFR).

Employing an online questionnaire survey with a sample size of 503 respondents, the quantitative methodology included multiple regression and factor analysis to facilitate the analyses of data.

Relational benefits and their dimensions (confidence, special treatment and social benefits) found to positively impact WPM, WOM and RI. With reference to brand experiences, the current study found that behavioural and intellectual experiences have significant and positive effects on WPM, WOM and RI. Surprisingly, no positive significance was identified between sensory experiences and WPM, WOM and RI.

The findings show that relational benefits and brand experience dimensions play an essential role in improving brand loyalty.

The current study subscribes to the concept of relationship marketing theory, suggesting that loyalty to FFRs can be enhanced by offering customers relational benefits and augmenting their brand experiences.

Global crises create an environment that is characterized by a fight for survival by countries, companies and citizens. While firms have adopted business initiatives to ensure survival in a global crisis, many measures are geared toward preventing customer churn, declining revenues and eroding market share. Such short-term focus raises an important question regarding long-term survival – how can firms survive a global crisis? The purpose of this study is to investigate how firms can survive a global crisis.

This study considers pandemics as the study context and uses a triangulation methodology (past research, managerial insights and popular press articles) to advance the organizing framework. Using the process study approach, the proposed framework recognizes the onset characteristics of a global crisis with a focus on pandemics and the government actions that reflect the pandemic onset. The framework also identifies a logical order of three marketplace reactions to the pandemic – management response, consumer response and critical business transformations that ultimately lead to firm survival – and advances related research propositions of such reactions.

By deploying critical business transformations, firms can ensure firm survival in a pandemic by fostering engagement with customers, employees and resources. Additionally, the moderators that influence the relationships between (1) management response and critical business transformations, (2) consumer response and critical business transformations, and (3) critical business transformations and firm survival are identified. Finally, this study presents an agenda for future research.

To the authors' best knowledge, this is the first study to adopt an interdisciplinary approach to study firm survival in a global crisis such as a pandemic. This study answers the call for more research to the growing field of pandemic research in the areas of marketing research and marketing strategy.

The learnings from this study can help firms on what to anticipate and how to respond in a crisis such as a pandemic.

Societal welfare is accounted for as firms plan to deal with a crisis.

This is the first study to propose a strategic framework to deal with a crisis that is largely unanticipated where the duration and the impact is not predictable.

This study aims to contribute to the academic disciplines of entrepreneurship and management by developing a new theory that explains Founder-CEOs’ succession in family and non-family firms. Many scholars failed to generate a specific theory to describe the succession of Founder-CEOs. Family firms remain complex enterprises comprising interconnectedness of cultural interests in which corporate governance occurs by families, Founder-CEOs and sometimes a board of directors.

This study’s design/methodology/approach reflects post-modernist epistemological and ontological perspectives for conducting systematic literature reviews. To identify relevant studies in the review, the several databases (Australian Business Dean’s Council Journal Quality List; EBSCO Database, including PsycINFO and Psych studies; Web of Science) and a mix of ranked journals from entrepreneurship, management and psychology were used.

The findings and results in this paper reflect the purpose, methodology and literature analysis culminating in 1,582 peer-reviewed studies. A total of 182 peer-reviewed studies met the criterion for review. Throughout the research process, a systematic literature review uncovered management literature gaps overlooked for decades during the theory-building process. Hence, developing a theory of Founder-CEOs succession used a combination of systematic, inductive, comparative and interactive approaches.

A Theory of Founder-CEOs Succession explains the strategic process of replacing a founder systematically. The promotion of, and incentives for, internal executives have been topics of great interest and deliberation among scholars and practitioners for a long time. This study contributes research implications for theory building in the academic disciplines of entrepreneurship and management by offering scholars and practitioners a theory that does not exist to describe Founder-CEOs’ succession encompassing both strategic successes and failures. By incorporating successes and failures, this study provides realistic reflections of Founder-CEOs.

Although multiple forms of governance mechanisms have been studied to address the opportunistic behavior in franchising, research has not shed light on franchise systems operating in emerging markets despite exponential growth in these markets. To address this gap, this study aims to test the direct effects of different governance mechanisms on franchisee’s opportunism and moderating effects of franchisee’s relationship satisfaction on the relationship between different governance mechanisms and franchisee’s opportunism.

Survey data from 151 franchise owners were used to test the conceptual model and research hypotheses. The confirmatory factor model and structural equation model were tested by using AMOS.

Findings suggest that formalization and solidarity in franchising relationships negatively affect franchise opportunism. By contrast, franchisees, who are otherwise satisfied with their franchisor, find centralization and formalization oppressive and, therefore, engage in opportunistic activities.

The study makes important contributions related to franchising in emerging markets. It addresses opportunistic behavior by franchisees in emerging markets and the role played by different governance mechanisms in curbing such behavior. The study has some limitations related to its cross-sectional design and its focus on a single emerging country, among others.

This study is among the first to examine the role of governance mechanisms to address franchisee’s opportunism in an emerging market context. The study’s findings have important theoretical and practical implications for governance design in business-to-business relationships in emerging markets.