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The purpose of this paper is to highlight the relevance of conducting brand management research in a family firm context and to identify future research directions by reviewing and structuring the existing literature.

The potential consequences of being a family firm on internal organizational processes and stakeholders’ external perception are depicted. Afterwards the literature considering brand management research in family firms is reviewed systematically (n=41) and structured by applying the Organizational Viewpoint Framework. Relevant research questions are derived based on the findings and their practical relevance is tested.

The contributions are threefold. First, depicting the effects of being a family firm on the organization and its stakeholders highlights the relevance of conducting brand management research in family firms. Second, structuring the literature regarding the effects of being a family firm on organizational identity, intended brand image, construed brand image, and reputation helps derive research questions of theoretical and practical relevance that will serve the field as a guide for future research directions. Third, by extending the Organizational Viewpoint Framework originating from brand management research with the element of being a family firm, a further attempt at bridging both research fields is undertaken.

This paper represents an important next step in the development of this research field by highlighting the importance of conducting brand management research in a family firm context and by structuring existent research to depict future research opportunities with theoretical and practical relevance.

The aim of this paper is to contribute to an understanding of enterprise resource planning (ERP) implementation that goes beyond the restricted time and space limits of a project‐based restructuring effort, and to understanding of it as a broader socio‐economic phenomenon.

A case study of the adoption and implementation of an ERP in a Greek bank is examined through an extended multi‐level analytical framework based on Pettigrew's “contextualist” and “processual” research model. The metaphor of the ancient Athenian agora is used to theorise the socio‐economic environment around ERP implementation. In‐depth, semi‐structured interviews and documents were used as data.

Findings suggest that although ERP implementation is seen by the majority of relevant IS literature as happening locally in restricted time‐frame, project‐based efforts, it rather emerges from broader socio‐economic contexts of the agora of techno‐organisational change. Different actors develop bounded understandings (viewpoints) of the agora which they use to navigate and engage it. A viewpoint is also a mechanism to link an actor's local circumstances with broad socio‐economic developments.

The context of financial services/markets offers possibilities for future research around ERP given the ongoing need for integration of legacy systems. Future case studies in financial service organisations could provide a link between frequent financial crises and technological development. Also, future studies of multiple ERP implementations as well as studies focusing on ERP suppliers’ choices, could add a comparative dimension useful to understand alternative agora configurations.

Practitioners should approach ERP implementation as a broad socio‐economic phenomenon instead of a project‐based episode of change.

Originality lies on the development of an extended, multi‐level analytical approach and on the introduction of a new spatial metaphor for understanding the socio‐economic environment around ERP implementation.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

As a discipline, health organisation and management is focused on health-specific, collective behaviours and activities, whose empirical and theoretical scholarship remains under-utilised in the field of implementation science. This under-engagement between fields potentially constrains the understanding of mechanisms influencing the implementation of evidence-based innovations in health care. The aim of this viewpoint article is to examine how a selection of theories, models and frameworks (theoretical approaches) have been applied to better understand phenomena at the micro, meso and macro systems levels for the implementation of health care innovations. The purpose of which is to illustrate the potential applicability and complementarity of embedding health organisation and management scholarship within the study of implementation science.

The authors begin by introducing the two fields, before exploring how exemplary theories, models and frameworks have been applied to study the implementation of innovations in the health organisation and management literature. In this viewpoint article, the authors briefly reviewed a targeted collection of articles published in the Journal of Health Organization and Management (as a proxy for the broader literature) and identified the theories, models and frameworks they applied in implementation studies. The authors then present a more detailed exploration of three interdisciplinary theories and how they were applied across three different levels of health systems: normalization process theory (NPT) at the micro individual and interpersonal level; institutional logics at the meso organisational level; and complexity theory at the macro policy level. These examples are used to illustrate practical considerations when implementing change in health care organisations that can and have been used across various levels of the health system beyond these presented examples.

Within the Journal of Health Organization and Management, the authors identified 31 implementation articles, utilising 34 theories, models or frameworks published in the last five years. As an example of how theories, models and frameworks can be applied at the micro individual and interpersonal levels, behavioural theories originating from psychology and sociology (e.g. NPT) were used to guide the selection of appropriate implementation strategies or explain implementation outcomes based on identified barriers and enablers to implementing innovations of interest. Projects aiming to implement change at the meso organisational level can learn from the application of theories such as institutional logics, which help elucidate how relationships at the macro and micro-level have a powerful influence on successful or unsuccessful organisational action. At the macro policy level, complexity theory represented a promising direction for implementation science by considering health care organisations as complex adaptive systems.

This paper illustrates the utility of a range of theories, models and frameworks for implementation science, from a health organisation and management standpoint. The authors’ viewpoint article suggests that increased crossovers could contribute to strengthening both disciplines and our understanding of how to support the implementation of evidence-based innovations in health care.

The purpose of this paper is to develop a theoretical framework for technology transfer success factors from a technology provider viewpoint and to test this framework considering the perceptions of graphene researchers from a Romanian research project (Graphene4Life).

The authors conducted a literature review and a case study with three units of analysis. Semi-structured face-to-face interviews and content analysis were used.

The five-category framework for technology transfer success factors from a technology provider viewpoint, which portrays success factors in an expansive way from technology to the market (technology, organization, context, collaboration and customer absorptive capacity factors), is confirmed by the qualitative analysis, while new factors in all categories are discovered.

The results are limited given the qualitative nature of this research. The extrapolation of the results to other technologies and contexts is a scientific challenge.

In this paper, the authors develop, based on a detailed literature review, a framework for technology success factors from a technology provider viewpoint, which classifies technology transfer success factors in an expansive way from technology to the market (technology, organization, context, collaboration and customer absorptive capacity factors). Technology itself is settled as the foundation of the framework, underlining the need for a technology-driven technology transfer process. In comparison to existing frameworks that analyze technology transfer success factors, the present framework is a more complex one, covering all facets of the technology process. The new factors discovered through the qualitative analysis are also an important contribution of this research.

The chapter develops a conceptual framework for linking the phenomena included in the field labeled “organizational change” (OC). The objective is to design an OC model that makes selective use of existing theories and creates a premise for further development but avoids proposing a unifying synthesis with a normative value. At the center is the critical circuit of the relationship between the processes of organizational learning, resource development and power management which originates the triple helix of change. The framework explains a variety of change management experiences along a continuum between two poles – “turnaround” and “continuous and fluid transformation.”

The purpose of this paper is to offer a new requisitely holistic definition of business ethics (BE) as a crucial component of business cybernetics and practice. The present contribution considers a basic problem: how humans use BE to influence their business processes. Therefore, business is/should be investigated from the viewpoint of ethics. Requisite holism of understanding and consideration of BE in business reality is unavoidable; it can (and must) result from findings and considerations of the interdependence between business practice, ethics, and BE.

In this paper, qualitative analysis is applied on the basis of the cybernetics (e.g. especially business cybernetics), dialectical systems theory, and ethics theory.

Ethics is a crucial emotional part of human attributes. They can be viewed as the subjective part of the starting points of any human acting/behavior process, including business. Thus, ethics (may) have/has a crucial role in business cybernetics and practice as BE. To clarify and beneficially use BE, one must understand relations between business cybernetics and BE, between business practice and BE, and understand the diversity of content of BE in literature, etc. On this base offered here is an understanding of BE, a definition of the content of BE as a specific type/part of ethics, and a view at source of BE content.

Content of BE. Research is limited to hypothesis and qualitative analysis in desk research. Practical experience is considered implicitly.

This is a step toward development of business cybernetics with a requisitely holistic approach founded on requisite wholeness of insight. A more specifically created and target‐oriented approach to cybernetic understanding and research of BE of business systems is encouraged.

This paper presents a very new approach, rarely found in main‐stream literature; a new perception and definition of content of BE.

Drawing on the experience of the Observatories, a set of interconnected research centers in Italy, this chapter explains why academics are in one of the best positions to orchestrate interorganizational initiatives of change and development, and highlights two prerequisites that appear necessary to render salient this orchestrator role of academics: (i) the extensive use of multiple approaches of collaborative research and (ii) the creation and maintenance of a platform allowing the management and diffusion of the network-based learning mechanisms underlying each change and development effort. The contributions extend existing knowledge on organization development and collaborative research.