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The purpose of this paper is to point out that most pricing organizations are not forward looking, rather they are focused on outdated price points and reviewing past negotiations. For the greatest return, pricing organizations must be strategic, and this will boost returns from 1-2 per cent (which may represent the “Hawthorne Effect”) to 5-10+% revenue growth.

The author examines best practices in the airline, hi-tech, software, chemical, diagnostic testing and manufacturing industries. Case studies show that sales and other line organizations are highly adept at subverting pricing rules not compatible with market dynamics.

Pricing organizations must be designed with broader scope of influence and situated so as to work closely with other functions. Pricing organizations require “analytic horsepower” to correctly anticipate the market, and be credible within company. The head of pricing must be sufficiently senior (VP or SVP) to be part of top-management dialogues for sufficient results.

This paper is based on examination of 20+ industries only.

The author offers guidance on organizational structure, resources and return on building a world-class pricing function, and highlights common mis-steps and best practices.

The paper also details the differences between a narrow “transactional” approval function and a strategic market-oriented function. Social implication is moving from focus on increasing price level to increasing revenues and better price structures which address needs.

This paper offers a new perspective on pricing functions within companies. Most managers are not aware that pricing organizations are focused on the past. The papers’ value is to shift management focus to future pricing challenges, new structures, price points, discounting rules and competitors.

Current issues of Publishers' Weekly are reporting serious shortages of paper, binders board, cloth, and other essential book manufacturing materials. Let us assure you these shortages are very real and quite severe.

The purpose of the study is to test the utility of a taxonomy of innovation based on perceived characteristics in the context of healthcare by exploring the extent to which discrete innovation types could be distinguished from each other in terms of process antecedents.

A qualitative approach was adopted to explore the process antecedents of nine exemplar cases of “challenging”, “under‐cover” and “readily‐adopted” healthcare innovations. Data were collected by semi‐structured interview and from secondary sources, and content analysed according to a theoretically informed framework of innovation process. Cluster analysis was applied to determine whether innovation types could be distinguished on the basis of process characteristics.

The findings provide moderate support for the proposition that innovations differentiated on the basis of the way they are perceived by potential users exhibit different process characteristics. Innovations exhibiting characteristics previously believed negatively to impact adoption may be successfully adopted but by a different configuration of processes than by innovations exhibiting a different set of characteristics.

The findings must be treated with caution because the sample consists of self‐selected cases of successful innovation and is limited by sample size. Nevertheless, the study sheds new light on important process differences in healthcare innovation.

The paper offers a heuristic device to aid clinicians and managers to better understand the relatively novel task of promoting and managing innovation in healthcare. The paper advances the argument that there is under‐exploited opportunity for cross‐disciplinary organisational learning for innovation management in the NHS. If efficiency and quality improvement targets are to be met through a strategy of encouraging innovation, it may be advantageous for clinicians and managers to reflect on what this study found mostly to be absent from the processes of the innovations studied, notably management commitment in the form of norms, resource allocation and top management support.

This paper is based on original empirical work. It extends previous adoption related studies by applying a configurational approach to innovation attributes to offer new insights on healthcare innovation and highlight the importance of attention to process.

Failures may lead to ultimate success in both nature and business. Just as dynamic ecosystems depend on death to replace senescent organisms with vigorous growth, the termination of uneconomic activities is essential to wealth creation. This paper explores the benefits of failures, and uses aspects of the analogy between death and business failure to analyze how failures in business economize upon resources and lead to better firms and greater efficiencies. A distinguishing feature of our work is the analytic use of competitive markets to provide insights into the processes of success and failure. Recognizable patterns of business failures are discussed in an effort to provide entrepreneurs and managers with a basis for understanding and acting upon changing circumstances.

This survey covers civil, electrical and electronics, energy, environment, general, materials, mechanical, and traffic and transportation engineering. Areas such as biomedical and chemical engineering will be dealt with in future issues. Readers may find that the classifications included in this survey are not mutually exclusive but do occasionally overlap with one another. For instance, the section on environmental engineering includes a review of a book on the environmental impact of nuclear power plants, which might as easily have been part of the section on energy technology. Before we go into a discussion of data bases and indexes, I would like to note in this introductory section some recent bibliographic aids published during the period surveyed. Most engineering libraries will find them very valuable in their reference and acquisition functions. Since normal review sources will cover these books, I am merely listing them below: Malinowski, Harold Robert, Richard A. Gray and Dorothy A. Gray. Science and Engineering Literature. 2d ed., Littleton, Colorado, Libraries Unlimited, 1976. 368p. LC 76–17794 ISBN 0–87287–098–7. $13.30; Mildren, K. W., ed. Use of Engineering Literature. Woburn, Mass., Butterworths, 1976. 621p. ISBN 0–408–70714–3. $37.95. Mount, Ellis. Guide to Basic Information Sources in Engineering. New York, Wiley, Halsted Press, 1976. 196p. LC 75–43261 ISBN 0–47070–15013–0. $11.95 and Guide to European Sources of Technical Information. 4th ed., edited by Ann Pernet. Guernsey, Eng., F. Hodgson, 1976. 415p. ISBN 0–85280–161–0. $52.00.

This article seeks to understand how live-streaming technology (i.e. interactivity and effective use of live-streaming shopping’s information presentation tool) impacts consumers’ credibility perception regarding live streamers.

The authors empirically examined their hypotheses with data (n = 405) collected from a survey of consumers who engage in live-streaming shopping.

The results demonstrate that vicarious learning strategies (both coactive and independent) can shape consumers’ benefit perceptions (i.e. virtual presence and psychological proximity), and further have a positive effect on consumers’ personal value (i.e. perceived live streamer credibility). Furthermore, the consumers’ perception of the live streamers’ credibility positively affects their purchase intention and ultimately influences their purchase behavior.

Building on the vicarious learning theory and means-end chain (MEC) model, this study investigates the mechanism of the IT features of live-streaming shopping in reducing consumers’ uncertainty about live streamers. This study reveals the value of vicarious learning experiences in reducing consumers’ uncertainty and further enhancing their purchase behavior.

This study aims to examine the effect of market orientation on foreign knowledge acquisition. It also assesses the moderating role of absorptive capacity in the relationship between foreign knowledge acquisition, firm innovativeness and performance.

A questionnaire was administered to 257 respondents who were owners, managers or owner/managers of export firms in Ghana. The data were analyzed with structural equation modeling.

The findings show that customer orientation significantly influenced foreign business knowledge acquisition but not performance, and that competitor orientation significantly influenced both foreign business knowledge acquisition and firm innovativeness. Absorptive capacity was found to play a significant role in linking foreign business knowledge to innovativeness.

The study adds to the literature on knowledge management in firms by identifying the moderating role of absorptive capacity in the relationship between foreign business knowledge acquisition, innovativeness and performance.

People tend to rely on the recommendations of people they know more than any other advertisement medium. Friend-recommendation and online reviews are the primary criteria considered before making most purchase decisions. Increase in the number of media channels, having too many product options to choose from and the massive amount of advertisement pieces lead the way to the success of word of mouth once again. With recent developments in technology and increase in the number of social media tools and users, word-of-mouth marketing (WOMM) became more important than ever. There are many ways to empower positive word of mouth on behalf of corporate brands. The present chapter aims to summarise the key points of WOMM and provide the readers with a roadmap and tools for successful WOMM applications.

A GOOD deal of fuss has been occasioned by the barring of several novels by the Libraries Association recently. Into the pros and cons of the matter—which have been over‐canvassed already—we do not propose to enter in detail: these circulating libraries and their customers can be left to reconcile their own differences of opinion. It is, however, unfortunate that a few commercial circulating libraries, when combining to form an association, should have chosen a title that was bound to be confused with that of the Library Association.