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In this article we will report the results of a study that measured the degree to which cynicism and alienation, together with some related dimensions, were found among American women. The results of this study strongly suggest that, if cynicism and alienation are taken into account, many marketers may be positioning their offerings to reach only a minority of American women, perhaps as few as one‐third. We will also, therefore, discuss the larger marketing ramifications of these findings.

Since nearly all types of consumer products end up in retail stores, the retail scene affects a wide range of businesses. However, retailers are competing in a marketplace characterized by maturity, overcapacity, intense price competition, and an essential “sameness” among stores. Retailers will need new strategies to be successful.

Discusses the issue of privatization and its relationship with the government. Answers the question of who should perform certain governmental services and why they should be performed by that particular organization. Compares the privatization process in the United States and European countries. Finally explains why politicians do not resort to more private services.

The purpose of this paper is to revisit Igor Ansoff's work and how it interfaces with the various schools of strategic management.

Ansoff's work of 40 years is reviewed and related to other schools of thought in strategic management.

Ansoff's work is much more comprehensive than the literature suggests. His later work (after 1990) is largely unnoticed by academics, nevertheless, it is the empirical findings of his theoretical postulations. Moreover, his work interfaces with virtually all schools of thought in strategic management.

It will provide a broader view of Ansoff's work and perhaps trigger additional research as a result of his later work. Most researchers continue to associate Ansoff with his early thoughts.

Ansoff's work has found wide applications in a variety of industries. His work was mostly with industries that used his propositions in order to better strategies.

Ansoff's later research and empirical findings could provide a launchpad for re‐examining the method by which organizations assess their environment, strategic behaviour, and internal capability. Therefore, organizations may have an alternative method to develop strategy.

This is the first attempt to provide a historical view of Ansoff's work and perhaps his timeliness. The recent economic crisis only further supports Ansoff's basic position that companies must create custom strategies to fit their environment, culture, and capabilities.

The purpose of this paper is to evaluate management accounting research in developing countries and formulate suggestions for its progression.

This is a desk based study of existing literature analysed through a framework of management control transformation in developing countries derived from the authors' research.

Research is growing, especially on accounting in state‐owned and privatised enterprises but more is needed on small and micro enterprises, agriculture, non‐governmental organisations, and transnational institutions.

This is the first review of this area and thus should help intending and existing scholars.

While there has been an explosion of theoretical work in the field of Business and Society over the past several years, much of this work still reflects a key philosophical assumption about the way business and society should be viewed that has been operative in the field since its beginnings. This assumption undergirds the title for the field and has infused itself into stakeholder theory, normative theory, and social contract theory, which are the main theoretical approaches that have emerged in the field. This basic assumption is critically analyzed and questioned in this article, and another philosophical framework, one based on American Pragmatism and not based on this assumption, is offered as an alternative way to view the corporation and its relationship to society. The implications of this alternative for the Business and Society field are then explored.

Stage models have benefited global managers by seeing internationalization as an evolutionary and learning process that involved making careful and incremental changes. What the stage models lack, however, are specification of internal problems and hurdles that managers will face during this organizational change process. We attempted to fill this knowledge gap by exploring types of managerial dilemmas that organizations will confront as they internationalize. This adaptive choice process of internationalization was discussed in this paper through the case of a domestic company during its overseas expansion. Our research shows that the internationalization process often creates managerial dilemmas for organizations in terms of strategic, structural, and human resource changes. There are also strong interactions among these dilemmas such that the decision regarding one dilemma may often impact how other dilemmas can be resolved Firms that are able to resolve these dilemmas, while considering their interactions, can become more successful in their internationalization process. These findings were developed into propositions regarding how companies can manage the process of internationalization more successfully. We also addressed specifically how the adaptive choice model would complement the stage models and enrich our understanding of the corporate internationalization process.

Shareholders are demanding that firms change their ownership and corporate governance structures to improve accountability and corporate performance. This study examined the influence of ownership and governance on entry mode selection, considered a key decision for international firms and one with important financial implications. Results indicate that owner control is related to the selection of higher risk and higher control forms of entry. Partial support was found for the effects of other governance mechanisms.

This special “Anbar Abstracts” issue of the International Journal of Physical Distribution & Logistics Management is split into eight sections covering abstracts under the following headings: Distribution and supply chain management; Logistics; Air/road/rail transport; Retail/wholesale; Freight and delivery services; International; Purchasing; Accounting.