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The conference report, by Bob Donaldson of the host Cleveland chapter, notes that the delegates came from 19 different countries, with less than half from the United States. A delegate could have heard as many as 22 individual speakers in regular sessions, along with many exposures to other delegates in informal sessions. With this diversity it is difficult to find consensus, but three issues of increasing concern to planners came up during many of the sessions:

Using tools such as mentoring or coaching, a company can help rescue falling stars from problems that can jeopardize their—and in turn the company's—success.

The purpose of this paper is to illuminate strengths and limitations in quality improvement work, when involving patients.

The experience-based co-design (EBCD) method was used when improving care for patients undergoing otosclerosis surgery. Individual interviews and focus groups were interpreted using qualitative content analysis.

Strengths mentioned by patients were that their participation made a difference. The first steps were found effective in giving an in-depth view of patients’ experiences and the staff got an increased understanding about specific patient needs. However, weaknesses were found in the latter phases, those of improving and follow-up, health care staff had difficulties to keep their focus on patients’ experiences and invite patients to be involved. Patients’ participation decreased, and there was a lack of tools to support the process.

The content in this paper is mainly based on one case. However, the findings are in congruence with earlier research and add further knowledge to the research area.

The findings can be used in healthcare when involving patients in improvement work.

There is no earlier study which involves patients with otosclerosis when using EBCD. Furthermore, this paper illuminates that there is a need to increase collaboration with patients. The latter phases often seem to be handled by health care professionals without involving patients; this paper suggest a development using dedicated quality tools.

The following classified, annotated list of titles is intended to provide reference librarians with a current checklist of new reference books, and is designed to supplement the RSR review column, “Recent Reference Books,” by Frances Neel Cheney. “Reference Books in Print” includes all additional books received prior to the inclusion deadline established for this issue. Appearance in this column does not preclude a later review in RSR. Publishers are urged to send a copy of all new reference books directly to RSR as soon as published, for immediate listing in “Reference Books in Print.” Reference books with imprints older than two years will not be included (with the exception of current reprints or older books newly acquired for distribution by another publisher). The column shall also occasionally include library science or other library related publications of other than a reference character.

The purpose of this paper is to consider the development and application of marketing theory and practice over time and its current status. The terms “brickbats” and “bouquets” are used as metaphors to extend praise or criticism for marketing. In doing so, the authors draw upon the views of leading theorists over time and apply these in the current environmental context.

The approach adopted is discursive, critical and conceptual.

Following literature review, and drawing upon current examples, marketing as a discipline is subject to both kudos and criticisms. Nonetheless, it is concluded optimistically in that marketing can be an even greater source for societal good. That “goodness” is partly based upon the added impetus of social media adoption and use by consumers, the need for growth and accelerative innovation in the digital age coupled with the democratisation of consumption. Nonetheless, the authors offer the caveat that free competitive markets lead to market failures, and the need for market regulation by governments is becoming more evident.

The implications of the paper are profound. Academics should be concerned in and involved with marketing theory. Questions need to be raised concerning non-robust definitions of marketing and its application. The authors wait for a consumer-led approach to marketing to add depth to the marketing theory.

Marketers need to be made more accountable for their actions. Consumers need to become part of the marketing process. Marketing claims need to be verified by delivered benefits. Companies need to take steps to ensure that the marketing process does not end at purchase. Satisfaction needs to be made manifest. Likewise, dissatisfactions need to be managed well as part of the marketing process.

Too much marketing currently is relatively unregulated in the sense that there are so few opportunities to evade its myriad reach and – despite social media – little chance of changing marketing practice for the good of societies. Many criticisms of marketing practice are not being addressed in the literature.

Marketing is a vibrant force in all nations and markets. It is deeply rooted in business practice. It is contemporaneous and relevant. It is global and national. But, it is not entirely all good news. There are caveats and criticisms as well as kudos and praise. While both are addressed here, the topic needs to be considered for marketing and its accompanying theory and practice to change.

Three great scholars, one each from the United States, France and Israel, came to the same conclusion at the same time—the world would soon come to an end by flood. A great conference was scheduled where it was concluded that the world would indeed be inundated abruptly in 30 days. After the meeting the three great scholars met for drinks and dinner. While sipping brandy after dinner, the American asked the Israeli what he was going to do during the last 30 days. The Israeli said he planned to make his peace with God. The French scientist, asked the same question, said he was going to take all of his money out of the bank and throw a 30‐day party, enjoying wine, women and song. Then they asked the American what he was going to do. He replied that he was going to spend his time learning to live under water. This story illustrates two points about planning:

Myths in organisations are often portrayed as evolving gradually, and perhaps decaying even more slowly, whether the myth seeks to establish internal standards or to provide cause and effect in a turbulent environment. A detailed case study of the start‐up phase in a graduate management school is analysed, together with a dynamic model of organisation operation and adjustment recently developed in the field of corporate strategy.

The purpose of the study is to explore how the duty of candour got onto the agenda of the British National Health Service.

The conceptual approach is based on multiple streams approach, with the methodology being interpretive content analysis, which uses a deductive approach that focuses on both manifest and latent content.

The duty of candour got onto the NHS agenda as a result of the Mid Staffordshire inquiry report and the long-term “interest group” campaign associated with Robbie's Law. It is argued that the “focusing event” of the Mid Staffordshire Inquiry Report opened the “policy window”. It also highlights the importance of “policy entrepreneur” Sir Robert Francis whose “claim to a hearing”, “political connections” and “persistence” was vital.

Analysis was confined to published documents.

It highlights some of the factors that suggested why the duty of candour got onto the NHS agenda when it did.