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In 1999 a library marketing committee was created on the University of Northern Iowa campus. The aim of this committee was to heighten administrator, faculty and student awareness of library resources and services. This marketing committee was charged with helping administrators, faculty, and students realise what we librarians already know – that the library is capable of galvanising, nurturing, and supporting the research of the university community. During 2000 and 2001 various marketing efforts and experiments were employed by this committee including: promotional newsletters and e‐mail postings, student surveys, co‐operative marketing studies conducted with marketing students, participation in student and faculty orientations and creative advertising via library pens, library shirts, online library newsletters and sidewalk slogans. While results from this ongoing experiment are encouraging, committee members discovered that significant time, effort and money can be expended in marketing a library.

Reorienting health services towards health promotion is one of the major health promotion strategies stipulated by the Ottawa Charter). Important contradictions, tensions and barriers to health promotion implementation associated with organisational structures have, thus far, been underexposed in the hospital health promotion discourse. This paper aims at identifying risks and the chances for hospital management to strategically and sustainably reorient their hospitals towards health promotion.

The paper combines theories and findings from organisational science and management studies as well as from capacity development in the form of a narrative literature review. The aim is to focus on the conditions hospitals, as organisational systems with a highly professionalised workforce, provide for a strategically managed reorientation towards health promotion. Models and principles helping managers to navigate the difficulties and complexities of health promotion reorientation will be suggested.

Hospital managers have to deal with genuine obstacles in the complexity and structural formation of hospital organisations. Against this background, continuous management support, a transformative leadership style, participative strategic management and expert governance can be considered important organisational capacities for the reorientation towards a new concept such as health promotion.

This paper discusses managerial strategies, effective structural transformations and important organisational capacities that can contribute to a sustainable reorientation of hospitals towards health promotion. It supports hospital managers in exploring their chances of facilitating and effectively supporting a sustainable health promotion reorientation of their hospitals.

The paper provides an innovative approach where the focus is on enhanced possibilities for hospital managers to strategically manage the reorientation towards health promotion.

The spectacular productivity gains achieved by Japanese firms from quality circle programmes have attracted the attention of many other authorities who are now looking for ways to apply the concept in their own countries and companies. In Singapore, the National Productivity Board has directed its effort towards a nationwide use of quality circle programmes. Support comes from the highest levels of the government hierarchy. Quality circles have been claimed to be effective in improving quality of products, increasing productivity, improving skills level, motivating workers and enhancing morale. However, while some have reported that quality circles worked well in their companies, others reported that their attempts to use the quality circle concept had failed. How successful companies have implemented quality circles in their companies and what unique characteristics their circles possess is studied. A comparison of the use of the QCC concept in Japan, the USA and Singapore, supported with a sample of case studies, is also presented.

The aim of this article is to provide Dr Bailey Jackson's perspective on institutional and systemic barriers to full inclusion of diverse faculty in higher education through the lens of the multicultural organizational development (MCOD) model. Dr Jackson is renowned for his work on social justice, diversity and multiculturalism.

This is a personal interview with Dr Bailey Jackson. This interview provides insight on institutional level change efforts through the MCOD framework, a perspective on why institutions get stuck on the way to becoming healthy multicultural institutions, and the effect on moving the needle on faculty diversity in institutions of higher education.

The institutional obstacles and barriers tend to be centered around misalignment with the mission, vision and core values, and how those are formulated to include diversity and inclusion. Faculty diversity is only one component in dealing with the health of any organization or the academy as a whole. If institutions focus on diversity faculty in an unhealthy system, they will encounter limitations on how much the institution will develop on the MCOD continuum. The health of the overall system is going to affect the approach to faculty diversity.

Dr Jackson provides insight on his work with the MCOD framework and specifically the overall health of the institution as critical to faculty diversity initiatives. Questions to help institutions begin to assess themselves and identify changes required to move toward Multicultural within the context of faculty diversity are provided.

Through a series of questions, insight from Dr Jackson on why institutions get stuck in moving the needle on faculty diversity through the lens of the MCOD framework is gained.

Focuses on affirmative action programmes in India for people belonging to the scheduled castes and the scheduled tribes in the sphere of employment. The constitutional safeguards and the measures initiated to give effect to them are briefly reviewed. Examines the progress achieved in realizing the goals in terms of the fulfilment of the quotas (i.e. reservation targets) and discusses the problems in implementing the affirmative programmes. The extremely complex Indian experience sheds light on various unique measures initiated to give effect to public policy concerning affirmative action programmes. It affords many lessons for other countries wishing to pursue similar objectives.

This case is about a small firm which has been given the opportunity to become a bottler for Coca‐Cola in Vietnam. The case addresses competition and product positioning.

The aim of this paper is to demonstrate that scholarship is all about challenging the prevailing wisdom by offering an alternative perspective or explanation. Hopefully, the author’s journey of more than 50 years will inspire others to be eclectic and become deep generalists.

It is an autobiographical evaluation of an accidental scholar. It emphasizes that an educator is more than a scientist or a priest or a public servant. It is all of them. Educators are in the business of making ordinary people extraordinary. They are diamond cutters who are entrusted by society with its rough diamonds to get their brilliance out and make them useful to themselves, the society and the community.

Over 50 years, marketing has evolved and adapted to the external environment, including technology revolution, changing demographics, global competition and geopolitics. This provides enormous opportunity for the next generation of scholars to establish their own identity in managerial marketing, consumer behavior or marketing analytics.

While publishing in the top journals is both necessary and desirable in the early stages of an academic career, it is also important to make an impact on practitioners by publishing professional books.

According to Peter Drucker, there are only two functions of business: innovation and marketing. While innovation is admired by everyone, marketing can also become a positive force for a better world.

Lessons learnt over time from different encounters and circumstances in research, teaching and service are important to document. In the end, according to the author, they are all academic entrepreneurs.

The purpose of this paper is to document and analyze the case of a public sector organization in the Gulf region, in which Arab‐expatriate relations worked well and sustained a positive and high‐performing organizational climate.

The research employed an embedded ethnographic approach to produce a case analysis of expatriate‐local work relations.

The study found that although there may be multiple sources of difference and potential conflict between Arab locals and expatriates in the workplace, there are circumstances where the effects of such divisions are neutralized, and a positive work environment is sustained. The paper identifies the key sources of division, and social cohesion, and shows how – in this case – these factors interacted so that the negative impact of cultural difference was neutralized, and good working relations were achieved.

The paper is new in two respects. It is the first ethnographic study of Arab‐expatriate work relations in a public sector organization in Oman. It is also the first paper to identify, and distinguish between, the factors emphasizing alterity between Arab and expatriate workers, and those encouraging social cohesion.

There is a general sentiment against the idea of marketing among architectural professionals. This paper argues for the necessity of a marketing approach particularly in times where the workload is declining. This paper looks at the marketing strategies that the Western Cape architects follow. It examines their efforts in building a successful marketing portfolio that defines marketing targets, utilizes proper marketing tools, and carry on helpful image building tasks. The data were collected using a mailed questionnaire to all principals of architectural offices in the Western Cape Province. The concluding section relates these strategies with the perception of growth over a five‐year period.

In spite of the fact that the health, mental, and educational benefits of physical activity are well documented, information is still lacking regarding the physical activity patterns in Israeli society. The purpose of the present study is to shed light on the changes of physical activity practices between the years 1992‐2008 and to analyze the main reasons for such changes.

A survey was conducted among 501 adults (ages 18‐69) representing the Jewish Hebrew‐speaking population of Israel.

The percentage of Israelis who engaged in physical activity more than doubled between 1992 and 2008. Almost 56 percent of Israelis took part in some activity on a regular basis in 2008.

This investigation of some of these factors uncovers a cultural transformation as well as demographic, global, and cognitive processes, all of which affected and reflected upon physical activity in Israeli society during that period.