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This paper aims to examine the employment and training of mature‐aged workers, so that suggestions for improving training for mature‐aged workers may be offered.

Six expert interviews were carried out by telephone, and three case studies involving company site visits were completed. Each company case study involved interviews with managers, trainers and mature‐aged workers. The study was confined to the manufacturing industry.

Mature‐aged workers bring many advantages to workplaces and some employers show a definite preference for them over younger workers; but in some cases training needs to take account of lack of confidence and literacy and health issues. However, there is great diversity among mature‐aged workers.

The research is confined to shop‐floor workers in manufacturing, and does not address training of mature‐aged managers and professionals. The research is small‐scale but provides new insights, and importantly the voices of the workers themselves.

The paper identifies managerial and training practices that can immediately be implemented.

The paper identifies some issues that can be taken up at a policy level as well as within companies. For example, the preference for qualification‐based training at a national level is not necessarily consistent with what mature‐aged workers prefer.

The purpose of this paper is to investigate the relationship between firms’ life cycle stages (mature vs growth) and green process innovation performance. In addition, this research delineates the mechanism by which the mature stage firms are more strongly associated with green process innovation performance compared to growth stage firms and recognizes technological capabilities as a mediating variable fundamental to achieve a higher level of green process innovation performance.

This research collected data from 202 publicly listed Thai manufacturing firms. Initially, it used multiple regression analysis to test the relationship between mature stage firms and green process innovation performance compared to the relationship between growth stage firms and green process innovation performance. Later, this research followed Muller et al. (2005) to test the mediating role of technological capabilities and conducted (Sobel, 1982, 1986; Preacher and Hayes, 2004) tests to further validate the mediation effect.

The hypothesized relationships were found to be significant, providing a strong support that mature stage firms have higher green process innovation performance compared with growth stage firms. Moreover, the technological capabilities more strongly mediate the relationship between mature stage firms and green process innovation performance compared to growth stage firms and green process innovation performance.

This research contributes to the existing understanding about the internal drivers of green process innovation performance by incorporating and analyzing the firms’ life cycle stages as an internal driver. This research also contributes by empirically testing the mediating role of technological capabilities on the relationship between firms’ life cycle stages and green process innovation performance.

The authors investigate the factors affecting the decision of small and medium-sized enterprises (SMEs) to do business with either small local banks or large commercial banks.

We combine various data sources on Polish SMEs, including their financial statements, county-level data on SMEs' local environment, information about bank branch locations, as well as a new survey on the specificity of bank–firm relationships. We employ the logit and Tobit models.

SMEs' bank choices and the length of a bank–firm relationship are more strongly associated with trust-related factors, rather than transactional ones. SME managers motivated by trust-related factors are more likely to choose local lenders and maintain long-term relationships with them. However, as firms grow and mature, SME managers lean toward banks adopting transaction-oriented policies.

We could have drawn a more detailed picture of the bank selection process had we been able to compare the traits of a firm's current and previous banks.

The study shows that the features of a bank's offer, including product prices, have limited potential in shaping long-term relationships between banks and SMEs.

The topic of bank selection by SMEs has not been thoroughly investigated in the case of Central European countries. We address this gap by comparing two types of potential drivers of bank selection: trust-related factors and a set of purely economic (transactional) motives.

need for a new initiative The current crisis in industry seems to have highlighted many problems, some of which have existed for some time. Hardly a day goes by without our being reminded of some fresh calamity. The difficulties range from the need for new products which will create jobs, to the reduction of industrial conflict. Equally, there has been no shortage of people who have not only suggested the causes of our problems, but what we should do about them.

This paper aims to present a conceptual model for public relations specific to museums.

Based on relevant literature, a contingency model is developed for the public relations practices of museums.

The model offers the market orientation level of the management and the interest level of the publics as the major factors that influence the effectiveness of the public relations programs in museums. The interest level of the publics is offered as a moderating variable.

The model suggests that the effectiveness of the public relations programs of museums depends on two major factors. Although the interest level of the publics may seem to be uncontrollable at first glance, its negative impact can be largely controllable by managers by changing their own market orientation level – by adapting the public relations strategy to the targeted public depending on the interest level of that public.

The model is specifically designed for museums. It can be accepted as the first public relations model specifically offered for museums. The model here recognises the relationship between marketing and public relations.

The purpose of this paper is to answer the research question: what recent experiences – other than undertaking training and development programmes – do mature managers and professionals regard as important for their development as leaders?

A survey was issued to mature managers and professionals, asking them to rate the contribution of certain experiences to their recent development of leadership capabilities, and to provide qualitative data on the most important experiences.

The experience that was rated most highly in developing leadership capabilities was “tackling a significant challenge or challenges”, followed by “taking, or contributing to, major decisions”, and then by “taking on new responsibilities”. Controlled interventions such as coaching/mentoring, appraisal feedback, and temporary new responsibilities were awarded relatively low ratings.

The sample was drawn from graduates of an executive master’s degree, who are likely to have positive attitudes to self-development and to learning from experience.

The findings can be used to help mature leaders, and those who facilitate leadership development, to identify and use experiences that may develop leadership capabilities.

There are few recent studies on the kinds of experiences that are perceived to develop leadership capabilities of mature managers and professionals.

The purpose of this paper is to investigate how focal firms in supply networks manage weak and strong ties for exploration and exploitation innovation in mature industries. In doing so, the paper extends the understanding of how focal firms manage open innovation (OI).

The empirical base is a multiple case study conducted on three companies operating in mature industries in Europe.

Findings of this study reveal, analyze and explain a diverse set of OI practices in the supply networks of mature industries in which the focal firms integrate strong and weak supply ties to enhance innovation outcomes. This study provides a fine-grained view of the benefits of the additive and interactive effects of strong and weak ties in OI. More specifically, the analysis reveals an enhancing role of strong supply ties in exploration, which previously was associated solely with weak ties. Moreover, this study sheds light on the dominant and orchestrating roles of focal firms.

The findings provide insights to enhance OI practices beyond the limited role of the weak ties of the supply network and highlight the essential role of the strong supply ties in mature industries.

While previous studies have associated exploration with weak ties, findings of this study reveal that exploration-oriented activities in mature industries also extend to strong ties. In the strong ties of mature industries, this study finds there is not only the exploitation of existing knowledge but also the reconfiguration and innovation of products.

Recently, organizational theorists and business thinkers have discovered the jazz metaphor and have employed this trope as an analogy to infer and describe best practices in the areas of organizational innovation and business strategy. The paper aims to discuss this issue.

The present paper extends and amplifies this insight in the area of marketing practice and compares the marketing manager to the jazz musician with special attention to the problem of introducing new offerings during the mature stage of the product life cycle – namely, the strategic issue that concerns most marketing managers most of the time.

Ultimately, the author is struck by the rather profound ways in which – true to the jazz metaphor – the marketing manager during the mature phase of the product life cycle resembles an improvising musician.

The present paper pursues this theme in connection with one particular aspect of marketing strategy – namely, the design and introduction of new offerings during the mature phase of the product life cycle.

Managers of mature or established brands have received little guidance regarding the strategic and tactical decisions they must make to keep their brands healthy. By focusing on how existing consumers perceive, choose, and use brands, this paper suggests how managers can generate and prioritize strategic and tactical opportunities for revitalizing their brands. Specific recommendations are presented as to how these strategies can be successfully implemented by brands with differing levels of market share and resources.