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In reviewing the personnel management literature, this article argues that promotion has been a very neglected area, especially in Britain. Personnel management writers have tended to assume that most appointments are made by recruitment from the external labour market, even though many employers have shown a preference for the promotion of existing employees.

This study provides experimental evidence on whether and how management's use of self-promotion, as a type of proactive impression management strategies in its disclosures, influences nonprofessional investors’ judgments and decisions. The results show that management's use of self-promotion influences nonprofessional investors so that investors (1) expect management's future performance to be better and (2) are likely to invest more in the company. These positive effects are more prominent when management's credibility is perceived to be high than when it is low. The findings of this study provide implications for both practice and research.

Women constitute only approximately 3‐5 per cent of Australian senior managers. One possible explanation of their failure to enter senior management in greater numbers is that women in management may have differing perceptions of the necessary prerequisites for promotion to senior roles. This study explored this possibility with 351 male and 156 female Australian middle managers, whose views were contrasted with senior managers’ perceptions. Gender differences in perception were found between middle managers and middle and senior managers in terms of the importance placed on personal qualities such as attractiveness, deference to superiors, likeability, personality, popularity and powerful allies (perceived charisma) as attributes considered necessary for achieving senior management promotion. In particular, female middle managers believed more strongly than their male counterparts, that senior managers would value the personal qualities encompassed in perceived charisma when considering middle managers for further promotion. However, senior managers did not consider this group of attributes to be important in promotion‐seeking behaviour.

The current study followed up middle managers who had participated in a survey on attitudes to promotion in 1996. The vast majority of the original sample had responded favourably to the question: “Do you want to obtain a senior management position during your managerial career?” In addition, respondents were asked “How confident are you that this will happen?” and “How soon do you feel this will happen?” The aim of this follow up qualitative study is to contact as many of these individuals as possible, to explore the outcome to these questions, and to track what has happened to them in their management careers over the past eight years.

Interviews were conducted with 19 male and 11 female managers. Outcomes of promotion aspirations were sought, and factors that contributed to success and personal strategies that may have been set in place were explored, as were factors that had hindered their progress. In addition, views were sought on future aspirations for promotion.

Results indicated gender differences in outcome of promotion, in both proportions of women achieving senior roles, and the time it took for males and females to obtain these promotions with more male middle managers achieving their promotion to senior roles, in less time, than their female colleagues.

The findings were considered in relation to the ongoing career advancement of men and women in management, and in particular, the continuing disproportionate numbers of men and women in senior management roles.

As a follow‐up study, confirms that fewer female managers are being promoted to senior roles despite an obvious desire on their part such promotion and their confidence in obtaining it fairly quickly.

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.

Investigates the role and management of sales promotion in US companies. Reports on a study intended to identify factors that influence sales promotion management. Concludes that the product category and the firm′s position within the category are related to sales promotion behaviour, with similarity in sales promotion behaviour among firms in similar product marketing environments.

Tests the prediction that there will be sex differences in how middle managers perceive promotion requirements, and that such differences will be influenced by societal expectations of gender appropriateness, in which women are expected to display communal (nurturing, interpersonally sensitive) and men agentic (independent, assertive and ambitious) qualities and behaviour. Results from 351 male and 156 female managers indicated that sex does not strongly influence the belief that every manager receives the same opportunities for advancement. However, there were sex differences in the reasons given for unequal career advancement, personal career progress, achievement of the last promotion received, and why a future promotion may not occur. Additionally, although male and female managers have similar aspirations to obtain a senior management position, women are less likely to expect a promotion. The results partially support the predictions of social‐role theory.

This special “Anbar Abstracts” issue of the Journal of Business & Industrial Marketing is split into seven sections covering abstracts under the following headings: Marketing strategy; Customer service; Sales management; Promotion; Product management; Marketing research/customer behavior; Sundry.

Sales promotions are often conceived as having tactical, rather than strategic, potential. This is accounted for by the sheer diversity of promotions, together with the hectic nature of marketing management. Proposes that promotions can provide strategic direction in guiding, targeting and positioning decisions, and can help to develop and maintain competitive advantage. This can be sustained by building a steady stream of promotions, which support each other, within a strategic plan. Competitive advantage can be achieved through cost leadership or differentiation. But cost leadership is more difficult to sustain. It is felt the best way to sustain advantage is to support differentiation through non‐price‐based promotions. These often provide signals of value, which need careful management.

The promotion mix is the combination of personal selling, advertising, and sales promotion used to achieve marketing objectives. The objective‐and‐task method is used in practice to develop a single promotion mix plan. This is practical but has drawbacks: (1) only one promotion strategy and mix is considered, and (2) decision making is taken out of the hands of senior marketing management. This paper sets forth a decision‐making process by which alternative promotion strategies and mixes are generated so that senior marketing management can choose the one that is most promising.