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This study aims to investigate how new CEOs’ previous experiences in other organizations and other industries create value in acquisitions. Drawing on the upper echelon perspective, this study theorizes that the multiorganizational experience of new CEOs is positively associated with acquisition performance and, in particular, that the multi-industry experience of new CEOs leads to better performance in diversifying acquisitions than in related acquisitions. While new CEOs without multiorganizational experience undergo a cognitive entrenchment in firm-specific experience, new CEOs with multiorganizational experience can lead acquisitions with more flexibility and agility.

Acquisition and organizational data were drawn from the US manufacturing industries (SIC 20-39) between 2008 and 2010. The event study method was used to test hypotheses. In 346 acquisitions made by 139 firms, acquisition performance was measured according to cumulative abnormal returns.

Consistent with the hypotheses, the multiorganizational experience of new CEOs was positively associated with acquisition performance and, in particular, the multi-industry experience of new CEOs led to better performance in diversifying acquisitions than in related acquisitions.

This paper contributes to the CEO literature and acquisition literature by suggesting that the multiorganizational experience of new CEOs can be a valuable source of competitive advantages, particularly when implementing corporate strategies involving interorganizational integration processes.

Transorganisational groups can be characterised by formal meetings, often sponsored by professional associations, professional colleague networks, consulting firms, or research institutes; the central purpose is the advancement of professional knowledge. The author reports his experience of such groups in the USA with the Marketing Science Institute. The incidental yet valuable learning benefits for the participants are explored.

Despite efforts by researchers and managers to better link marketing activities with business financial outcomes, there is general agreement that by and large chief marketing officers (CMOs) (and marketing in general) have lost strategic decision-making influence within organizations. The purpose of this paper is to understand the causes of this decline and offer recommended solutions to counteract this trend.

In-depth interviews lasting between 40 and 55 minutes were conducted with 25 chief executive officers (CEOs) of service companies located in Western Europe, North America, and Australia. In total, 13 difference countries were represented. Using Emerging Consensus Technique, we identified four main themes, which cause the goals of CEOs and those of CMOs/marketing to diverge.

The primary cause of the decline of strategic influence of CMOs and marketing overall with CEOs is a function of four key issues: first, the role of the CMO (e.g. task overload, focus on tactical issues, “outdated” skill set); second, lack of financial accountability (e.g. the inability to connect marketing efforts to financial returns); third, digital and social media (e.g. a perceived obsession with new technology); and forth, lack of strategic vision and impact (e.g. lost sight of “core” job, use of irrelevant metrics).

The findings indicate that CMOs must address the four key issues uncovered for marketing to attain/regain a role in strategic decision making. A proposed roadmap for putting marketing back on the CEOs agenda is presented to guide CMOs.

This research provides marketers with a CEO eye view of their role within organizations.

Argues that many performance improvement programmes can be evaluated in the light of expected gains in customer retention, which in turn will improve profits. Customer service transactions involve people who are supported by computers. Therefore, a performance improvement strategy will consider the ways in which people respond to people, and software responds to people. Yet in most organizations the software and human sides of service are managed ‐ and budgeted for ‐ at opposite ends of the building. When systems and people resources are polarized, the corporate strategy may look cohesive on paper but may be for all practical purposes a box of loose pieces. Presents the budget fusion idea which considers certain systems and people outlays as a unified investment in pursuit of a value‐added goal: retention of profitable customers.

Strategy consultants have much to offer a top executive in terms of improving the bottom line. Yet little is known about the strategy consulting industry, because the firms and their clients are often reluctant to disclose details of their activities. This article surveys the leading strategy consulting firms and explores trends affecting the future of the industry.

The future of higher education for business and management is discussed against the framework providedby the 1959 Gordon‐Howell and Pierson reports, and the 1988 Porter and McKibbin report. In light of the concern for rapid and uncertain environmental change,a model of business school roles in contemporary society ‐ passive provider, participating provider, and pathfinding provider ‐ is presented. Implications forbusiness curricula and faculty are examined. Further attention is given to the needs for greater vertical and horizontal integration of business schools with their external environments. A final caution advises that business schools should seek to respond to future challenges without sacrificing their own identities which are essential to the emergence of true institutional excellence.

The purpose of this paper is to examine which stakeholder values are created by a well-performing network-structured university-industry collaboration (UIC). These results should provide initial conclusions for the design of UICs with the aim to overcome critical barriers to effective technology transfer.

The research is designed as a comprehensive single case study and follows a qualitative approach in order to obtain a deep understanding of the various stakeholder values created by Austrian Center of Competence in Mechatronics (ACCM), a unique, well-performing UIC-network.

The results show that on the one hand ACCM provides stakeholder values that are largely common for UICs or networks (access to resources and industry problems, funding, know-how dialogue, solution of practical problems, etc.). On the other hand ACCM offers very special values which are often realized in UICs to a low degree only. The study indicates that by the special construct of ACCM, with its deep value added chain, the common problem of converting basic research results into industrial solutions can be managed.

The research shows that the ACCM construct of a network-structured UIC has many benefits for the stakeholders and offers a new way to overcome critical barriers to effective technology transfer.

Given the absence of fundamental work in this area, the study is significant both academically as well as practically in terms of effective technology transfer in network-structured UICs and their values for various stakeholders.

The purpose of this paper is to highlight that research on the measurement of key indicators that represent drivers of the knowledge economy still spans several different, although interrelated, directions. The results of this review call for further integration of metrics through cross‐disciplinary international, multinational and organizational partnerships that could reconcile and define de facto standards for the assessment of the drivers of knowledge‐based growth.

General review, literature review. The paper reviews extant literature and practical experiences in knowledge‐based development assessments.

The review finds that many institutions are still adopting a variety of approaches which are difficult to reconcile. Additional coordination efforts are required to overcome contextual and non‐replicable approaches and, thus, increase standardization of metrics.

While the paper discusses limitations of extant approaches, it does not build (another) alternative theoretical solution. Rather it suggests actionable strategies that require a high level of international coordination.

The paper shows the path and examples of multi‐agency approach to achieve standardization.

The value of the paper stems from its classification and review of selected approaches both at the country and organizational level. While it is motivated by a call for integration that is not novel to the field of knowledge management, it suggests that this coordination: needs to occur simultaneously both at the country and the organizational levels, whereby country approaches could inform and drive industry approaches; and needs to leverage international coordination models such as those of international standardization bodies.

This paper presents best practices of global and local initiatives for social and economic capital development. It introduces the notion of “megacommunities” representing broad multilateral stakeholder groups that work together for the resolutions of large‐scale health, environmental and social problems. The paper also takes a more local view by discussing a few regional and municipal examples of “intelligent communities” at the forefront of the knowledge economy. These mega and intelligent communities are often the first to adopt information and communication technologies (ICT), especially pervasive broadband technologies services, for achieving superior social, human and economic wellbeing. The objective of the paper is to identify common drivers and characteristics of these communities and how they utilize ICT to promote higher‐level growth.

The paper takes the form of a general review. The paper introduces the notions of wellbeing, human, social and economic capital. It presents examples of mega and intelligent communities that represent the best practices in the achievement of wellbeing.

The review finds that technological empowerment – in particular information and communication technologies (ICT) – is fundamental to integrate mega and intelligent communities for social, human and economic wellbeing. Through the best practice examples presented in this research, ICT is regarded as the key driver for supporting a sustainable economic development at the global, regional and local levels. Through ICT, it is viable (and essential) to establish a global knowledge base, shared and contributed to by a variety of experts and professionals throughout the world in different fields.

The paper presents examples based on case studies conducted by the authors and based on reviews of the best practice approaches. Based upon the observation of the key success factors and commonalities among the cases, ICT plays an essential role for the sustainable outcomes from the current mega and intelligent community initiatives. Further empirical testing is needed to demonstrate the success factor relationships introduced in this paper.

The paper raises awareness of relevant initiatives that could be adopted and replicated to facilitate sustainable development.

The value of the paper stems from the link between the macro and micro dimensions of different communities. Using the best practice cases as examples, this paper presents worthy lessons to policy makers, governments, global knowledge management, other practitioners and professionals. In particular, it opens up potential opportunities for more effective and efficient global collaborations through highlighting the role of information and communication technologies in the successful management of community practices.

This study aims to reconcile the contradictory findings of multiple directorships (MD) and its impact on firm performance. The present work incorporates the industry experience of busy directors into the picture and examines its impact on firm performance.

Data are collected for 345 non-financial National Stock Exchange listed firms from Bloomberg, Centre for Monitoring Indian Economy ProwessIQ database and company annual reports from the financial year 2008–2009 to 2017–2018. The industry and year fixed effect panel regression models are used for both business group and non-business group (NBG) firms.

The study reconciled the contradictory findings between MD and the performance of a firm. The results claim that firms having non-executive directors on board with similar industry experience positively influence the firm performance while board having non-executive directors with diverse industry experience establish an adverse relationship. The results are similar for both group affiliated and non-group affiliated firms in India. Further analysis through interaction effect reveals that the presence of more busy outside directors on board irrespective of their industry experience, i.e. similar or diverse, reduces the performance of a NBG affiliated firm.

The findings of the study contribute to the existing literature and tries to establish a strong argument for MD by incorporating industry experience. The present work considers non-financial listed firms, while financial firms and industry experience of outside directors in other emerging economies can be studied to draw additional insights into the existing literature.

Both regulatory bodies and firms should consider the industry experience of non-executive directors for enhancing firm performance.

Existing studies highlight the contradictory arguments for MD and firm performance. The current study incorporates the industry experience of non-executive directors, either in a similar or diverse industry, for the empirical analysis to reconcile the contradictory findings. The present work suggests that a firm should appoint non-executive directors with similar industry experience to enhance firm performance.