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Lillian Moller Gilbreth (1878‐1972) extended scientific management into marketing practice in the late 1920s. This paper aims to illuminate several of these practical extensions.

The paper is an historical case study.

Gilbreth brought her psychologically enlightened brand of scientific management to Macy's Department Store in New York City in the mid‐1920s; she accomplished early marketing research for Johnson & Johnson in 1926; and she designed model kitchens in the late 1920s and 1930s which showed homemakers how to minimize wasted motion and unnecessary fatigue in housework while maximizing the psychological well‐being of their families.

Gilbreth's accomplishments show that marketing research has a longer history than was once assumed, offering further support for the revision of Keith's 1960 periodization of this history.

This paper is the first to reveal how Gilbreth's unique mix of psychology and scientific management entered the field of marketing in the interwar period.

As a pioneer of both scientific management and industrial psychology, Lillian Gilbreth was ideally equipped to extend scientific management into the service sector in the 1920s. When her husband and partner Frank Gilbreth died in 1924 and she encountered sex discrimination among industrialists and engineers, she volunteered her consulting services at Macy’s department store, a work site rife with gender‐based conflict, coordination problems and inefficiency. This paper describes her work with Eugenia Lies, Macy’s director of planning, to revamp both the motions and psychological atmosphere of occupations within the store between 1925 and 1928. By uniting an industrial relations approach with personnel management techniques, Gilbreth and Lies made the Gilbreth brand of scientific management useful for the field of retail management.

This editorial aims to review the contents of the special issue, situating it within appropriate historical context.

A close reading of the contents of the special issue is provided.

This special issue reveals the important contributions of a number of previously forgotten female pioneers in marketing, advertising and consumer research.

This introduction adds further historical detail about the structures and biases that have limited the opportunities available to female contributors to marketing theory, thought and practice.

The aim of this article is to test the hypothesis that peer-to-peer technology platforms (Uber) are associated with disruption in the institutional environment, affecting beliefs, norms and users' ways of thinking and acting.

Probability sample comprising 843 users (446 passengers; 397 drivers) in the city of Belo Horizonte, Brazil, using a set of indicators was specifically designed for this study.

Uber triggers significant changes in the systems of rewards and sanctions, in social preferences, and in entrepreneurial structure and governance, and promotes the coexistence of an institutional logic, hitherto dominant, with new believes, rules, norms and regulatory systems.

This is a pioneer study that associates institutional approach's elements with technology platforms; the authors also elaborated and utilized an analysis model consisting of a set of completely original indicators capable of mapping and measuring different dimensions of the phenomenon under analysis.

A current cinema and television advertisement sells Scotland as a holiday destination through a combination of beguiling images and mellifluous traditional music. No city, region or country rests on its laurels these days. There is never an assumption that a place is so beautiful, people will turn up anyway. A similarly proactive approach has become the prevailing ethos in ensuring the greatest possible effectiveness of public services, including within the tourism industry.

Many libraries are creating Web sites, to serve a wide range of purposes. The author is Webmaster of the International Association of School Librarianship (IASL); using her own Web site as an example, she discusses a number of issues and tasks associated with creating and maintaining a professional Web site, within the context of a strategic planning approach to Web site development. Beginning with “Should we have a Web site?”, the stages of the process are outlined, including identification of aims and objectives, analysis of user needs, selection of content and services to be included, writing or developing the content, developing the information architecture, navigational aids, visual design of the site, HTML coding or use of page development software, metadata, mounting the completed pages on a Web server, testing and modifications, listing with search engines and directories, publicity and promotion, ongoing site maintenance, and ongoing monitoring and evaluation of the Web site. The strategic planning process provides a useful framework through which to view the many tasks associated with Web site development and maintenance and to conceptualise their relationship to one another.

THE VALUE OF ABSTRACTS AND THEIR USE ‐ MCB is not a company to rest on its laurels. In the vernacular of modern‐day management literature, the company can rightly claim to be a learning organization; one that seeks to regenerate and develop itself in accordance with current trends, most notably those in customer and market requirements.

To many people, the thought of quality companies making employees redundant makes a mockery of the whole idea of TQM. This article looks at how both TQM and redundancies can not only coexist, but be compatible.