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The organization of the corporate marketing function has attracted increasing attention from marketers in the 1990s. This reflects both the significant conceptual developments in marketing theory and a questioning of the role of the centralized marketing department to organizations operating in post‐industrial service economies. Drawing on data from a broader research project into marketing activity in the acute health care sector in the United Kingdom, the paper examines the organizational solutions adopted by self‐governing hospitals in managing the marketing function. The core theme to emerge from the research is the imperative for such professional service organizations to facilitate the development of flexible, project focused marketing teams, effectively mirroring the notion of the buying centre, capable of integrating core technical professionals directly into the marketing process. Coupled to this is the notion of marketing professionals having to abdicate ownership, and even dominance, of the corporate marketing process.

When a company considers the introduction of new technology, a complete appraisal is required. Such an appraisal should encompass not only the short‐term factors of a financial and technology nature, but also the longer‐term factors of the people and management skills that need to be identified and developed.

The research concludes that leadership, teamwork and group dynamics are requirements of organisational flexibility in Britain over the medium‐term future. It proposes a test on the dual link between group dynamics and leadership, and on how each nurtures the other.

Although one recent study concluded that physical distribution has reached semi‐maturity, the structure of the field has yet to be clearly defined. Despite the attempts of practitioners and academicians alike to portray PD, writers in the field have not provided a comprehensive, databased description of its structure which can be widely referred to the various firms engaged in distribution.That is, we still do not have generalisable empirical evidence on what constitutes the areas of PD and how they are related to one another.

The notion of line management accepting greater responsibility for human resource management (HRM) within employing organisations is now received wisdom. This paper presents data on the variation in practice across Europe, noting the evidence that the HR role is increasingly assigned to line managers, and that the extent of such assignment varies from country to country. This first presentation of data from 1999/2000 updates previous work the authors have presented on this topic: the evidence shows that in terms of that assignment, countries tend to remain in the same relationship to each other.

The purpose of this paper is to review the development of the German advertising industry starting from 1950 to 2018 with a special focus on the American influence.

The paper uses the oral history methodology. The content is based on 27 semi-structured interviews with current and former experts from the German and American advertising industry. An analysis of secondary sources supports the line of argumentation.

The paper confirms the outstanding role of the American influence on the German advertising industry, owing to new standards of professionalism, to novel versions of terminology and to the introduction of the theory of marketing. However, incompatible management styles, increasing global competition and financial pressure diminished the impact. Likewise, the American interference did not suppress the development of specific German industry characteristics such as a strong entrepreneurial culture or sustainable leadership.

This paper provides an overview of the history of German advertising with a focus on advertising agencies in the period from 1950 to today (2018). Further, this paper assesses the special impact of the American influence on the German advertising industry. Further, subjects of investigation are particularities of the German advertising industry, such as special attributes of agency leaders and their relationship with clients, distinct versions of ownership structures, agency service offerings and, finally, the role of creativity.

This paper offers innovative strategies on how small- and medium-sized enterprises (SMEs) can respond to the COVID-19 crisis by incorporating an entrepreneurial orientation concept corresponding to the nature of the environmental shock.

This paper conceptualises a solution by elaborating three critical items, namely entrepreneurial orientation, adaptive process and strategy types as key factors to develop the framework solution. This paper outlines a strategy proposal for SMEs to respond to the crisis.

The environmental factor represents the crisis, which leads to a degree of innovation, i.e., radical and incremental, and can be approached using an adjusted adaptive consolidation process from Child. This paper identifies four strategy options from Miles and Snow to respond to the crisis; i.e. (1) defender–exploitative innovation; (2) analyser–organisational ambidexterity; (3) prospector–exploratory innovation and (4) reactor–abandon or shut down the business.

While most of the suggestions from previous COVID-19-related works are acknowledged, this paper brings more insight from an academic perspective, specifically organisational theory, to cope with the pandemic crisis. The steps and strategy to be chosen can guide policymakers to decide what is their best move to respond to this crisis. In addition, the proposed strategies call for future research to provide empirical evidence by exploring and examining various scenarios in different kinds of businesses.

This study aims to examine the effect of entrepreneurial intention and attitude towards knowledge sharing on new business creation by comparing two generations, Y generation (millennials) and Z generation (post-millennial). In addition, the current study uses a social cognitive theory as a point of departure to test the research hypotheses.

This study deploys a quantitative approach (hypothetic-deductive approach) by surveying 300 respondents representing the two Indonesian generations. The questionnaire consisting of demographic items (age, education, etc.) and variables was the primary research instrument. This study used regression analysis, a Wald test for examining the proposed hypotheses and a t-test to provide a deeper analysis of the findings.

Findings from the current study show that Gen Y is still seeking a balance for their learning sources by involving in their social environments as well as exploring the digital world. In contrast, Gen Z is much more dominant in the independence to learn things that interest them. They have less dependency on social patrons but prioritise themselves as the leading model.

The findings of this study provide practical implications for higher education institutions in the development of entrepreneurship education to achieve learning effectiveness.

This study aims to contribute by providing empirical evidence in the effect of entrepreneurial orientation and attitude towards knowledge sharing on new venture creation with particular reference to Gen Y and Gen Z, suggested by previous studies. Although Gen Y and Gen Z are digital natives, this study provides insight into a shift in the characteristic of two generations, as also found in comparison to previous generations, such as Baby-Boomer vs Gen X and Gen X vs Gen Y. This study proclaims the need to adjust organisational theories to enable them to explain the shifting phenomena at the micro and macro level for every generation. Exploratory research to better understand the characteristics of a generation in other settings is a crucial proposal proposed by this study.

As academic libraries and computer centers move toward convergence, multiple issues must be addressed before successful models of merged operations can develop. The organizational model of merged public health information resources at the University of Michigan stands as a viable example of collaborative operations under a unified management stucture. The undertaking represents more than administrative shuffling to consolidate staff and budgets: it is an attempt to reconceptualize the role of library services and computer services within an integrated model of cooperation that can offer more to its costituency than could the library and computing center functioning as separate entities. It is an undertaking that required a belief in the importance of information resources coupled with service and an approach that engages the larger academic mission of the university. The initiative has spawned new collaborative opportunities, resources, and interest, and has reinvigorated a sence of purpose and relevancy for the activities of the information professional.