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The purpose of this paper is to gain knowledge on the character of managerial implications within business-to-business (B2B) marketing, in terms of type of relevance addressed in research articles on solution business and integrated solutions.

Use of Jaworski’s framework on role-relevance to classify the type of relevance addressed in 29 journal articles. A systematic literature review on solution business preceded the selection of articles and a concern to include different journal categories.

Managerial implications in the studied articles within solution business do not seem to emphasize role-relevance particularly; they rather address applicability of findings on a company level and for B2B marketing in a more general sense. The majority of implications for practice are framed to have an impact on “present actions”. Managerial knowledge needs are dominantly addressed by “empirical findings” or “frameworks”. The dominating managerial core tasks addressed are “transformer of marketing” and “marketing strategy”.

There do not seem to be studies with managerial implications addressing future actions and thinking; providing instruments, methods or models that are role- relevant; focusing on the challenges of a “coordinator”, “strategist” or “performance controller”. The focus on solution business limits the generalizability of findings.

Results suggest that implications for practice potentially would benefit from being written in the form of explicit recommendations; targeted to a particular managerial role; and increasingly developed when it comes to proposed frameworks for them to be useful for managers in industrial marketing.

This is one of the first studies to systematically examine the character of managerial implications by categorizing results in accordance with a framework specifically addressing role-relevance.

This paper aims to examines responsible management (RM) practice and the learning processes that underpin its development. It presents a conceptual framework to highlight the relationship between the learning experience of the individual and their capacity to develop responsible practice.

This conceptual paper synthesises knowledge from studies of how managers learn for ethical and responsible practice. A scoping review of peer-reviewed academic papers was conducted using key search terms that included “responsible management learning” (RML), “ethics”, “Human Resource Development (HRD)”, “responsible management (RM)”, “responsible leadership (RL)” and “work-based learning”. Analysis resulted in development of a conceptual framework of RML processes.

The review of studies concerned with how individuals learn to manage “responsibly” identified a range of learning processes that are necessary for the development of responsible practice. These learning processes are presented in a conceptual model that offers insights for the design of HRD interventions. Learning for responsible practice is presented as occurring in learning spaces where the learner/manager experiences a combination of learning processes. These are found to include situated, social and experiential learning that is “transformative”, potentially “troublesome” and “reflexive” such that learners develop responsible values and practices.

The paper contributes to the field of management development by focussing on the intersection between what is known about how individuals learn for ethical and responsible practice and the implications for work-based learning pedagogies. The paper will be of interest to HRD professionals tasked with fostering a responsible and ethical culture within organisations.

For HRD practitioners, this paper highlights the importance of work-based learning intervention design. What is suggested is that not all HRD interventions are likely to provide the learning conditions required for the development of “responsible practice”. A review of research into RML points to the need for interventions that offer a deep, personal, situated and transformative learning experience. There are organisational implications that arise from the type of learning found to develop responsible practice. For example, facilitating managers skills and awareness of how they learn such as: developing reflective practices and supporting developmental/collaborative networks that examine existing workplace practices. HRD professionals will need to recognise the need to support individual's learning for responsible practice given that it may entail questioning existing practice, and confronting troublesome knowledge, such as recognising where areas of irresponsibility exist. This may have implications for wider HR practices such as line management support, reward and performance management.

The paper contributes to the field of management development by focussing on the intersection between what is known about how individuals learn for ethical and responsible practice and the implications for work-based learning pedagogies. The paper will be of interest to HRD professionals tasked with fostering a responsible and ethical culture within organisations.

This paper seeks to outline and compare two approaches to workplace spirituality facilitation and to derive conclusions and suggest implications for research and practice.

The article uses two real‐life descriptions from the existing literature to outline two approaches to workplace spirituality facilitation. It outlines similarities and differences between them. It also compares them on key features and outlines their implications and complementarities. Based on this, it describes conclusions and implications for research and practice.

The paper finds that the first approach, with its starting point of organizational spiritual values and emphasis on organizational processes to facilitate the transmission of these values, can be identified as an organization‐focused approach. At the centre of the second approach is a program for transformation or spiritual development of individual employees.

Inputs from the present paper will help future research to specify: comprehensive classifications – typologies and taxonomies – of various types of approaches to workplace spirituality facilitation; and new theories of workplace spirituality facilitation.

The paper can inform workplace spirituality implementation efforts in organizations.

Theory development in workplace spirituality is at a formative stage. Thus, various inputs, outlined in the research implications part of the paper, for further theory development will be a valuable contribution to workplace spirituality research.

This paper aims to examine what drives the adoption of different social sustainability supply chain practices. Research has shown that certain factors drive the adoption of environmental sustainability practices but few focus on social supply chain practices, delineate which practices are adopted or what drives their adoption.

The authors examine the facilitative role of sustainability culture to explain the adoption of social sustainability supply chain practices: basic practices, consisting of monitoring and management systems and advanced practices, which are new product and process development and strategic redefinition. The authors then explore the role played by a firm’s entrepreneurial orientation in shaping and reinforcing the adoption of social sustainability supply chain practices. A survey of 156 supply chain managers in multiple industries in Ireland was conducted to test the relationship between the variables.

The findings show that sustainability culture is positively related to all the practices, and entrepreneurial orientation impacts and moderates social sustainability culture in advanced social sustainability supply chain adoption.

As with any survey, this is a single point in time with a single respondent. Implications for managers include finding the right culture in the organisation to implement social sustainability supply chain management practices that go beyond monitoring to behavioural changes in the supply chain with implications beyond the dyad of buyer and supplier to lower tier suppliers and the community surrounding the supply chain.

The implications for managers include developing and fostering cultural attributes in the organisation to implement social sustainability supply chain management practices that go beyond monitoring suppliers to behavioural changes in the supply chain with implications beyond the dyad of buyer and supplier to lower tier suppliers and the community surrounding the supply chain.

This is the first time, to the authors’ knowledge, that cultural and entrepreneurial variables have been tested for social sustainability supply chain practices, giving them new insights into how and why social sustainability supply chain practices are adopted.

This paper aims to explore the implications of applying a Bourdieusian meta-framework to business interaction and relationship building within networks. The motive is to advocate the use of Bourdieu’s work in its entirety rather than sub-optimal use of selected concepts in isolation.

The aim of this conceptual paper is to explore how a Bourdieusian framework benefits understanding of structure/agency relations as a mutually constituted duality within business networks. The concept of duality regard relationships as emergent from synergies between structure and agency made possible by the translational capacity of “habitus”. Habitus is, therefore, the main intersection, catalyst or chiasmus between structure and agency facilitating enacted, emergent properties of business relationships.

The Bourdieusian framework suggests that structures and practices are related by multiple dualities brokered by multiple knowledge forms. The main contribution that this triadic framework brings to debates on structure-agency relationships is mostly contained in the concept of “habitus”, which is identified as a translation vehicle provides critical brokerage between actors’ resource structures and activities. It is a key concept that helps us understand how structures and agentic behaviours are equally important and mutually constituting influences upon emergent properties of business interaction. For business marketing, this means that the habitus of actors’ schemas are both embodied and cognitive. Habitus acts as the main catalyst for emergent and diverse capital resources and a plural set of skills essential for effective practical activities.

The research focus of a Bourdieusian framework is upon investigating a triadic understanding of concepts of habitus, field and practice as elements of a “pan-relational” or mutually constituted amalgam facilitated by a corresponding triadic relationship between three types of knowledge; namely, “illusio”, “phrónesis” and “poíesis”.

By adopting a Bourdieusian framework, this paper can regard the practical development of durable business relationships as involving interactions that adequately co-ordinate the different habitus, sub-fields and practices of parties as shared. The implication is that the practitioner needs to be equally competent in their use of “illusio”, “phrónesis” and “poíesis” as different knowledge forms whose sum is greater than its parts.

The approach reveals that habitus emphasizes that structures are never entirely conscious and calculated schemas as they contain unconscious, embodied habits fuelled by tacit, cultural knowledge infused with symbolism, mythologies and rituals, which are communicated mostly indirectly through analogical reasoning, narrative, heuristics and embodied gestures.

The purpose of this paper is to explore the implications of IR reforms in South Africa on corporate disclosure practices of South African companies. In particular, the authors explore initial trends in corporate disclosures following the adoption of IR practice.

Drawing from Suchman’s (1995) framework of strategic and institutional legitimacy, the authors use content analysis to examine corporate disclosure practices. The authors conduct industry-specific analyses based on various industries to explore corporate disclosures practices across and within various industries in South Africa. The evidence is drawn from 246 integrated reports of large South African companies across six major industries over a three-year period (2011-2013), a period following the introduction of an “apply or explain” IR requirement in South Africa.

The results first show a significant increase in the overall amount of corporate disclosures following the adoption of IR practice. In particular, the authors find that intellectual capital and human capital disclosure categories have increased over time, with relational capital disclosures showing a decreasing trend. Second, the authors find that corporate disclosures are increasingly becoming institutionalised over time across and within industries following the adoption of IR practice. However, companies fail to provide meaningful disclosures on the interdependencies and trade-offs between the capitals, or components of a capital following the adoption of IR practice. Overall, the authors find that companies use specific disclosure strategies to respond to external pressures (strategic legitimacy), and that such disclosure strategies are increasingly becoming institutionalised across and within various industries (institutional legitimacy).

The theoretical implication of this study is that the strategic and institutional perspectives of legitimacy theory are complementary, rather than conflicting, and dovetail to explain corporate reporting practices. In terms of practical implications, the adoption of specific reporting frameworks such as the emerging IR framework is a double-edged sword. On the one hand, such reporting frameworks could potentially enhance comparability and consistency of organisational reports across and within industries. On the other hand, corporate reports could become a set of monotonous reports motivated by considerations other organisational accountability. Hence, to overcome the latter, this study emphasises the importance of specific accountability metrics and reporting guidelines, rather than the current generic IR guidelines, to enhance organisational reporting practices.

The paper’s longitudinal analysis of a large sample of integrated reports following the adoption of IR practice has the potential to inform growing academic research and ongoing policy initiatives for the emerging IR agenda.

The purpose of this paper is to assess the implications of organizational knowledge, source of information and functional orientation, resource-based view of the manufacturing and global orientation, on manufacturing practices which include advanced manufacturing strategies.

An empirical study approach has been used to assess the implications of advanced manufacturing strategies on firm performance.

This paper provides a framework for managers to: assess competitive priorities of the industry; identify order winners for the industry; identify key decision areas or practices for improvements; and to assess the role of implications of organizational knowledge on the manufacturing practices.

The limitations are as follows: the issue of organizational knowledge and learning is assessed from manufacturing view point only; plants located all over India are considered for study; and considers plants employing different manufacturing systems and products.

Saturated with the conventional manufacturing technologies, a growing number of small- and medium-scale industries began to explore advanced manufacturing technologies (AMTs). Investment in AMTs remains a promising but potentially risky venture. This paper helps the small- and medium-scale industries to adopt viable AMTs and business performance strategies and then provides guidelines for enhancing their competitiveness.

This paper may help all the stakeholders of small- and medium-scale industry.

This paper is based on one of the few studies conducted to assess the implications of advanced manufacturing strategies on firm performance in Indian scenario.

This article aims at analysing the factors influencing the adoption of green economy practices across different sizes of firms in India.

This study is based on the World Bank Enterprise Survey 2022, covering 9,376 firms in India. The Poisson Count Regression Model has been used to analyse the factors affecting the adoption of green economy practices.

About 83 % of firms reported adopting at least one green practice in their business related to energy conservation, water management, pollution control and waste management and recycling. Research results reveal a significant association between the size of the firm and adoption of green economy practices. The impact of enterprise characteristics varies by firm size. For instance, female ownership positively affects adoption in large firms but negatively in small and medium-sized enterprises (SMEs). However, lean operations, research and development (R&D) spending and international quality certification positively influence green practices adoption for both SMEs and large firms. Perceived business obstacles show similar implications on green practices adoption by size of firms except access to finance, business licencing, tax rate and law and order affect SMEs while labour regulations, tax administration and political instability affect large firms.

This paper suggests implications for strengthening the adoption of green economy practices across firm sizes and provides opportunities for future research.

This study is based on a unique dataset derived from the World Bank Enterprise Survey 2022, which has included green economy indicators for the first time.

The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-11-2023-0918.

There remains a critical issue in sport management scholarship in that the field lacks a well-defined framework for delineating practical implications in research. This research aims to answer the following research questions: (1) What types of practical implications can be identified in sport management research? (2) How can sport management research frame the practical implications of the study in a way that is both theoretically sound and useful for practitioners?

Through a scoping review and within the lens of Jaworski (2011)'s framework for managerial relevance, the study examined 427 articles from European Sport Management Quarterly, Journal of Sport Management and Sport Management Review published between 2000 and 2020.

This study presents a five-pronged framework that identifies target managers, organizational tasks, time horizons, philosophical impact and desired outcomes. Furthermore, the current research offers suggestions for how to present managerial implications in sport management research.

The findings shed light on the managerial relevance of the recent sport management body of work, developing an important framework for practical implications for the field to reflect and incorporate into future studies. With a theoretical understanding of how to frame the practical implications of sport management research, the gap between academia and industry can continue to narrow, and the relevance to the industry may be more pertinent than ever before.