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Professional fund raising techniques have been developed relatively recently (in the last fifty years or so in the US and “imported” to the UK in the late 1950s) and give a good range of methods for the development of a base of influence through which a particular end can be achieved. In fund raising consultancy financial influence is all important. Techniques employed thus aim to research and identify potential sources of finance for a project, identify particular individuals with the maximum influence on the application of funds from those sources, develop the involvement of those individuals in the aims of the project so that their influence will be brought to bear on the sources of funds they represent. Clearly this process can be applied equally as well to non‐financial targets as to financial ones; the process in fact provides a well defined methodology for tackling personal communications problems of the kind frequently encountered by public relations agencies, management consultants and lobby consultants. This monograph commences in Part I with a detailed description of the development, theory and practice of fund raising consultancy, including two descriptive case histories. It then discuses in Part II the role of public relations, both in relation to communications theory and to the marketing mix, and concludes with examples from a detailed survey carried out by the author of some of the types of problems currently undertaken by PR agencies which would benefit from the application of communications techniques developed in fund raising.

In this chapter, we apply diffusion of innovation theory and the theory of management fashion to examine the diffusion trajectory of human resource (HR) analytics in a U.S. context. We focus on the role mass media plays in influencing the diffusion process and address two research questions. First, does the mass media on HR analytics make observable the positive outcomes of HR analytics and is this related to increasing HR analytics adoption over time? Second, does the mass media on HR analytics show evidence of management trendsetting rhetoric?

We analyze published popular trade, business press, and peer-reviewed academic articles over a decade using a big data discourse analytical technique, natural language processing.

We find preliminary evidence that suggests that although the media has broadcasted positive outcomes of HR analytics, adoption has tailed off. In concert with the tailing off of HR analytic adoptions, the media appears to be recasting HR analytics as solving newer problems such as managing talent. Whether this shift makes a difference has yet to be determined.

Business press appears to influence the adoption process, both by broadcasting positive outcomes and through creating management fashion trendsetting rhetoric.

To promote the use of HR analytics, academic institutions and the HR profession need to train HR professionals in the use and benefits of HR analytics.

We lay the groundwork to improve our understanding of the role media plays in influencing how new HRM practices spread across organizations. We introduce the application of an emerging big data analytic technique, natural language processing, to analyze published media on HR analytics.

To maintain auditor independence, Section 201 of the Sarbanes–Oxley Act of 2002 (SOX) imposes restrictions on audit firms in rendering management advisory services (MASs) to audit clients. Responding to the requirement, audit firms establish a strategic alliance with consulting companies to expand their scope of services to alleviate the impairment of auditor independence. Taiwan follows the spirit of SOX in related laws and regulations. To investigate the effects of SOX on Taiwanese auditing industry, this study aims to examine the relationship between MASs and operating performance of audit firms.

This study obtains empirical data from the 1989–2017 Survey Report of Audit Firms in Taiwan, published by the Financial Supervisory Commission (FSC). FSC administers the survey across all registered audit firms annually to collect business information on the auditing industry for macro-economic analysis and industrial policy development. The authors group audit firms into three categories: national, regional and local firms. Based on the structure-conduct-performance (S-C-P) theoretical framework, this study establishes the following cross-sectional regression equation to test the authors’ hypotheses.

Main results indicate that national firms have better post-SOX firm and alliance performance. Both firm and alliance MASs contribute more to the performance of national firms after SOX.

This study claims that national firms establish alliance with consulting companies for resource sharing but regional and local firms for tax-saving.

Consistent with the economic theory of regulation and resource-based theory, SOX matters in Taiwan.

We examine the construction of “empty categories” – that is, categories created prior to the existence of producers and consumers – and their implications for industry emergence. Drawing on the case of the ji-biru category among Japanese microbreweries, we exemplify how external actors – including governments, the media, consultants, and other entities – frequently create empty categories that are “legitimate yet not legitimated” (Vergne & Wry, 2014). We show how such empty categories generate lower entry barriers, resulting in higher founding rates and significant innovation. We highlight how empty categories impede evolutionary forces by inhibiting shared understandings of what constitutes a legitimate category member.

The purpose of this study is to examine how small businesses (ie owner‐managers) view integrated marketing communications (IMC), its associated advantages and barriers to adopting this new marketing paradigm. This is undertaken by exploring clothing and shoe retailers’ perceptions of several specific combinations of promotion tools. The study will concentrate on respondents’ awareness of the IMC concept, regardless of whether they utilise the concept or not. Pleasingly, these small New Zealand businesses are equally as aware as large corporations of the benefits of adopting an IMC approach. This is despite a plethora of claims that small businesses do not have the manpower and specialist skill to integrate their marketing communications. The paper concludes by discussing the various advantages of and barriers to adopting an IMC approach and the implications for small businesses.

Develops a “politics‐first” theoretical framework to explain why, how, and when innovative IT projects are implemented successfully in public organizations. Explains how individuals who share a technological interest find each other in issue‐networks. Describes why and how the interests of technologists, bureaucrats, and politicians converge to a point where a coalition with a concrete project agenda emerges. Argues that, frequently, more than one coalition emerges from a single issue‐network and describes how these coalitions compete against each other to institutionalize new dominant designs. Discusses the reasons why some coalitions win while others lose. Provides examples based on innovative national and municipal IT projects in Australia, China, Israel, Japan, The Netherlands, New Zealand, Norway, the UK, and the USA.

CONFERENCES are like committee meetings: everyone says his piece, sits clown satisfied at his own oratory and convinced that right (by which he means what he has advocated) will prevail, and then as a general rule at least, all go home and the ripples fade and nothing is done.

The paper aims to raise the question: how can a new information technology's (IT's) early momentum toward widespread adoption and eventual institutionalization be sustained? The purpose of the paper is to examine sustaining technological momentum as a form of institutional work and entrepreneurship not widely recognized as such.

The paper reports a case study of Business Week's special advertising section used in 2000‐2004 to both exploit and help sustain the momentum of customer relationship management (CRM).

The study finds that the advertisement section's producers employed it over several years to recurrently produce and disseminate credible discourse advancing CRM, incorporating models for action, and providing fresh meanings to the organizing vision for this technology so as to accentuate its progress and keep it worthy of continued attention. Most significantly, acquired momentum, while problematic to sustain, can nevertheless serve as its own resource, to be continuously reinvested in the form of public discourse which must itself be kept “lively” so that momentum may be extended.

The paper contributes to the institutional explanation of IT diffusion by theorizing the process of sustaining technological momentum as an important institution‐building task. In particular, it illuminates the contribution of entrepreneurially produced and disseminated discourse to this process and provides an illustration and analysis of specific forms of institutional work, strategies, and tactics employed in the process. Additionally, the paper suggests that institutional work for sustaining technological momentum differs in certain respects from that needed to launch a technology so as to acquire momentum in the first place.

The import of the idea of “governance” into the Thai polity has resulted in several competing interpretations. The body of knowledge on governance in Thailand is not yet well developed. Chaos and contradictions are characteristics of the field of study. First, the author explains the six interpretations of governance: the new democracy or democratic governance, good governance, the efficiency perspective, the Ten Guiding Principles for the King, the Thaksin system, and the ethical issue interpretation. Second, the author discusses the four reform consequences arisen from the import of governance: the difficulty in determining which is the correct prototype of governance, the problem from cloning deformed hybrids, the confrontation among competing hybrids, and the appropriate level of analysis for the concept of governance.