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This study aims to focus on the role of employee commitment in the success of organizational change initiatives. The authors seek to propose and test a model that delineates antecedents and consequences of affective, normative, and continuance commitment to organizational change.

Data were collected via online survey from employees working in a large not‐for‐profit organization. A total of 191 responses (32 per cent) were obtained. The hypothesized model relationships were tested using structural equation modeling.

The results demonstrate that the antecedents: fit with vision, employee‐manager relationship quality, job motivation, and role autonomy all influence commitment to change (C2C). Notably, affective commitment, which in turn influences employee perceptions about improved performance, implementation success, and individual learning regarding the change, had the greatest impact.

Limitations that could lead to future research include three primary issues. First, the data were collected from one organization. Second, data were collected at one point in time. Third, the proposed model is far from exhaustive. Other antecedents to C2C could include risk acceptance, organizational culture, and/or leadership style.

In addition, given affective commitment to change (AC2C) has the greatest influence on outcomes such as implementation success and improved performance, the antecedents of AC2C warrant management's attention. If managers can influence AC2C through such factors as those proposed here, outcomes such as individual learning, perceived implementation success, and perceived improved performance will be influenced.

The paper integrates two models evaluating employee reactions to change, an under researched area, to help uncover ways to improve the success of change initiatives.

This paper seeks to argue that a business‐marketing outlook is a lucid perspective for enhancing the value of business school faculty services provision and administration. Given the number of scholars worldwide in the area of business marketing (several hundred) compared with the number in consumer behavior (many thousands), there is speculation as to why business marketing attracted fewer scholars until recently (even though the phenomenon and subject have been around just as long). The evolution of business and industrial marketing as a bona fide field of academic study is documented. The importance of the business‐marketing arena is reaffirmed by arguing that it is not simply a field of inquiry but a perspective that helps legitimately align the academic world to the business world and ensures relevance and rigor in everything people do as marketing professors.

This is both a historical examination and a contemporary analysis of business marketing. It is based on the authors' interpretation of why a business marketing approach is relevant for all professional arenas within the academic field of marketing. Some of the indigenous hallmarks of a business marketing outlook are: the motivation for all interactions are to serve professionally as opposed to personally motivated arenas, a high degree of mutual dependence among the parties to a relationship, and the sharing of rewards, responsibilities and value creation across any dyad. These characteristics are applied to a myriad university educational activities seen through the lenses of a business marketing service provider.

A strong case is made for the value added by applying a business marketing perspective on a range of scholarly and curricular issues, including: conducting research, manuscript reviewing processes, the distinct roles of reviewer, editor and author, faculty time utilization, and enhancement of degree programs at all four levels of university instruction. Effectively applying business‐marketing characteristics will result in the long‐term enhancement of scholarly research productivity, and education within the marketing discipline and business school.

The paper provides a derivation of the implications of a business marketing perspective for the manufacture of research, management of reviewing processes and personnel, utilization of faculty time, and enhancement of university‐level degree programs in the field of marketing.

The main focus of marketing strategists is increasingly aimed toward coping with competition, despite continuing challenges in markets themselves. Competition is a key factor that marketing strategists face. Competitors' market moves demand timely and creative reaction. To get usable advance estimates of such probable moves, it is essential to have a system for careful monitoring of competitors. All proactive strategic actions should anticipate the market reactions that competitors are likely to make to them. Unfortunately, ways to cope with actual and potential competition, however, still receive only brief treatment in the pertinent literature. This article examines the competitive features of modern market environments and considers how marketing strategists attempt to cope with them.

The Legends in Marketing series presents compilations of the seminal works of marketing scholars who have made significant contributions to the discipline of marketing. This review discusses the structure and contents of the volumes that comprise Legends in Marketing: Shelby D. Hunt (Sage, forthcoming).

For the past several decades women have been moving into the United States workforce in greater numbers and they have been gaining access to the types of jobs that were, traditionally, performed exclusively by men. Despite this progress, they are still having difficulty penetrating the so‐called “glass ceiling” into upper management positions (Alimo‐Metcalfe 1993; Tavakolian 1993). Many reasons have been advanced, but the most compelling of these concerns the “glass walls” that support the “glass ceiling”. The “glass walls” refer to those invisible barriers that limit the ability of women and minorities to gain access to the type of job that would place them in a position to break through the “glass ceiling” (Townsend 1996). If women are to gain parity with men in the workforce, they need to succeed in the positions that lie inside the “glass walls” that will enable them to rise through the “glass ceiling” to upper management.

This paper sets out to explore the impact of aesthetics on employee satisfaction and motivation.

The paper is based on organisational aesthetics and organisational culture theory and interviews with employees at Norwegian telecommunications company Telenor – a significant investor in art, design and architecture.

There are potential connections between artifacts (as an expression of organisational culture) and employee satisfaction, identity, mood, creativity and motivation. Aesthetics seems to be particularly important to employees working with the business segment because of the face‐to‐face interaction between employees and customers. It appears that the “visual Telenor” influences employees' identification with the organisation.

When organisations invest in art, design and architecture, they need to be active in engaging employees with its meaning and relevance. If employees are not engaged, the aesthetic environment will not stimulate creativity or influence job satisfaction and motivation.

The findings of this paper have enabled the creation of a matrix with four different categories defined by the degree of financial investments in art, design and architecture and the extent of investments in activities engaging employees. A conceptual model is proposed that identifies possible connections between aesthetics and employee performance.

The purpose of this article is to chronicle the publication events in the 1980s and 1990s that framed the development of the series of controversies in marketing that are known as the “philosophy debates”.

The article uses a participant’s retrospective approach.

The article finds that seven publication events are key to understanding marketing’s philosophy debates. The seven are the publication of the “little green book” by Grid, Inc. in 1976; the philosophy of science panel discussion held at the Winter American Marketing Association Educators’ Conference in 1982; the special issue of the Journal of Marketing on marketing theory in 1983; three articles on the “critical relativist perspective” by the Journal of Consumer Research in 1986 and 1988; the “blue book” by South-Western in 1991; a trilogy of articles on truth, positivism and objectivity in the Journal of Marketing and the Journal of Consumer Research in 1990-1993; and an article on “rethinking marketing” in the European Journal of Marketing in 1994.

Chronicling the key publication events enables readers to understand what the debates were about and provides readers a starting point for further investigating the issues in the debates.

The purpose of this paper is to provide a personal retrospective on six of the key events/experiences that influenced the development of the structure, foundational premises, and models of the resource‐advantage theory of competition.

The paper uses a personal retrospective approach.

The paper finds that six key events influenced the development of resource‐advantage theory: B.J. “Bud” LaLonde emphasizes the works of Alderson; Rob Morgan suggests an article on the resource‐based theory of the firm; Roy Howell suggests a presentation on R‐A theory; Randy Sparks shows a “socialist calculation” article; Kim Boal suggests the Journal of Management Inquiry as a publication outlet; and Bob Phillips discusses his work on “firm effects vs industry effects”. The paper then relates each of the six events to the paths, routes, or procedures that are often proposed as (or reported to be) likely to lead to the development of theories.

By providing the evolutionary history of resource‐advantage theory, the paper provides implications for developing marketing theories.

Additive manufacturing (AM) techniques have been developed to rapidly produce custom designs from a multitude of materials. Bonded permanent magnets (PMs) have been produced via several AM techniques to allow for rapid manufacture of complex geometries. These magnets, however, tend to suffer from lower residual induction than the industry standard of injection moulding primarily due to the lower packing density of the magnetic particles and secondly due to the feedstock consisting of neodymium-iron-boron (Nd-Fe-B) powder with isotropic magnetic properties. As there is no compaction during most AM processes, increasing the packing density is very difficult and therefore the purpose of this study was to increase the magnetic properties of the PMs without increasing the part density.

Accordingly, this research investigates the use of anisotropic NdFeB feedstock coupled with an in-situ alignment fixture into an AM process known as selective laser sintering (SLS) to increase the magnetic properties of AM magnets. A Helmholtz coil array was added to an SLS machine and used to expose each powder layer during part fabrication to a near-uniform magnetic field of 20.4 mT prior to consolidation by the laser.

Permeagraph measurements of the parts showed that the alignment field introduced residual induction anisotropy of up to 46.4 ± 2.2% when measured in directions parallel and perpendicular to the alignment field. X-ray diffraction measurements also demonstrated a convergence of the orientation of the crystals when the magnets were processed in the presence of the alignment field.

A novel active alignment fixture for SLS was introduced and was experimentally shown to induce anisotropy in bonded PMs. Thus demonstrating a new method for the enhancement in energy density of PMs produced via AM methods.