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The purpose of this paper is to explore the contextual and linguistic challenges that French business schools face when preparing for international accreditation and to shed light on the different ways in which experts facilitate these accreditation processes, particularly with respect to how they capitalize on their contextual and linguistic boundary-spanning competences.

The authors interviewed 12 key players at four business schools in France engaged in international accreditations and in three specific categories: senior management, tenured faculty and administrative staff. The interview-based case study design used semi-structured questions and an insider researcher approach to study an underexplored sector of analysis.

The findings suggest that French business schools have been particularly impacted by the colonizing effects of English as the mandatory language of the international accreditation bodies espousing a basically Anglophone higher education philosophy. Consequently, schools engage external experts for their contextual and linguistic boundary-spanning expertise to facilitate accreditation processes.

The authors contribute to language-sensitive research through a critical perspective on marginalization within French business schools due to the use of English as the mandatory lingua franca of international accreditation processes and due to the underlying higher-education philosophy from the Anglophone academic sphere within these processes. As a result, French business schools resort to external experts to mediate their knowledge and competency gaps.

The purpose of this article is to provide readers with an understanding of how the assessment protocol for executive coaching can be adapted to more effectively meet the different needs of clients who are seeking developmental, transitional, or remedial coaching.

This article is based on the author's 20 years of experience as both an internal executive coach and external consultant. Organizational examples are provided to illustrate key concepts.

The assessment interview can be customized to meet the unique requirements of transitional, developmental, and remedial coaching.

The article provides readers with clear guidelines for adapting the assessment process to meet three different coaching requirements. By following these guidelines, coaches will be able to obtain more detailed and relevant background information on the client's history, organizational setting, goals, and development issues, and in so doing establish a more effective pathway for the coaching intervention.

To the author's knowledge, this article represents the first attempt to consider how assessment interviews might be adapted to the unique requirements of developmental, transitional, and remedial coaching.

To provide a descriptive case study showing how the construction of drawings as visual metaphors can help work groups “give voice” to their emotional reactions to organizational change events, and provide groups with a vehicle for interpreting and framing their experience of organizational change.

A seven‐person focus was asked to construct a drawing that would serve as a visual metaphor for conveying the group's reaction to ongoing organizational changes within their company. Following this construction, the group engaged in a self‐interpretation of their metaphor.

The work group's feelings regarding organizational change were encapsulated in visual metaphor of “dark tower”; a metaphor of which revealed that team members shared several strong, negative emotions regarding the organizational change event. A review of how the group's changes in metaphor construction evolved over three successive drawings showed how certain elements of the metaphor came to play a central role in the team's emotional expression of organizational change events.

This case study did not attempt to provide a comparative review of metaphor constructions across work groups, nor did it include the use of other research methods, such as structured interviews, to confirm these findings.

This study illustrates how the construction of visual metaphors can be used to help researchers gain a more in‐depth understanding of the subjective, felt experience of groups during organizational change events.

The group's reflections on how their successive drawings changed over the course of the construction of their metaphor sheds light on how “visual narratives” take form over time.

This paper seeks to provide readers with a better understanding of four theory models that inform coaching practice, and to reflect on how the theoretical approach that one adopts is likely to shape one's coaching practice.

This article is based on the authors' combined 30 years of experience as internal and external executive coaches. Organizational examples are provided to illustrate key concepts.

The authors conclude that, although coaches tend to be eclectic in the methods that they employ, they tend to center their craft on one of four prevailing coaching models: the clinical model, the behavioral model, the systems model, and the social constructionist model. These models inform the practice and shape the approaches that OD practitioners take in directing coaching assessments and interventions.

This article serves as a “think piece” to help OD practitioners understand the theoretical assumptions, constraints, and caveats that are associated with each model. The authors strongly believe that having this knowledge enables practitioners to introduce a higher level of discipline and effectiveness into the coaching process.

This article represents a unique attempt to bridge theory and practice by encouraging readers to reflect on how each individual's practice is developed from, and informed by, a particular theory position. It represents one of the few papers that have tackled this particular management development topic.

The purpose of this paper is to address the limitations of prior views regarding knowledge source exploitation by proposing a phenomenological approach to managerial attention and the antecedents of exploiting knowledge sources within the multinational corporations (MNC) network.

A phenomenological approach to attention is taken to explain the antecedents of managerial attention in knowledge source exploitation behavior. This approach provides an alternative way of conceiving of knowledge source remoteness and familiarity, on the one hand, and exclusion and inclusion on the other.

Drawing on a phenomenological approach to attention, the merits and limits of prior studies of attention and knowledge seeking/exchange behavior are addressed and three modes of managerial attention are proposed – relative attention, mimetic attention, implicit attention – to explain the antecedents of managerial attention to MNC knowledge sources.

This approach to knowledge source exploitation and attention provides a rich conceptualization of taken‐for‐granted assumptions in extant literature on managerial attention and knowledge‐seeking behavior. The framework offered here builds on a conceptually rigid foundation of attention that overcomes dualisms such as mind‐body, subject‐object, and thinking‐acting that are often embedded in other mainstream approaches to managerial attention.

Images are playing an increasingly important role in organizational life. This trend has spawned interest in how organizations can improve and protect their images. Yet, in our eagerness to study image promotion and repair, organizational scholars have overlooked the practice of image spoiling. Image spoiling occurs when an organization uses words and other symbols to attack the image of another organization. One of the most pervasive forms of image spoiling is interorganizational defamation. The purpose of this study is to explore some of the dynamics of interorganizational defamation. Data was collected from 68 interorganizational defamation cases that were adjudicated in the U.S. federal or state courts between 1964 and 1998. A model of interorganizational defamation was inductively derived from the defamation cases using grounded theory as a qualitative methodology. The model identifies some of the strategies of interorganizational defamation and their methods of implementation.

The purposes of this paper are to address the following research questions: what are the factors that result in promotions? A preliminary formula for promotion with testable hypotheses will be presented. What would be a “popular press” list of the formula? A list will be presented to address practitioners concerns. What elements would a human resources management (HRM) model that supports “open‐book strategic partnering” contain? An ideal HRM model, which will be linked to the promotional formula, is presented.

The approach to addressing these questions begins by examining and categorizing thousands of promotional decisions. The approach continues with an analysis of the popular press writings and academic literature related to HRM models and managerial promotions.

The findings and writings displayed in the formula and model are blended with the authors' experience to produce a soundly‐based theoretical and practically useful paper.

The uniqueness of this paper is the combination of the results of years of data from professionals and hundreds of working MBA students with popular press guidelines and research oriented literature to produces a testable individual promotional formula and a supporting organizational HRM model. The paper's incremental value lies in the introduction of comprehensive sets of facts and suppositions useful as foundations for empirical testing and further research as well as in providing practical implications for those seeking promotions or desiring to improve the way organizations' human resources are led.

THE twenty‐sixth annual meeting of the Institute of Aeronautical Sciences was held, as usual, in the Sheraton‐Astor Hotel, New York. The papers delivered during the week covered the widest range of subjects to date, including gravity, and anti‐gravity, hypersonic aerodynamics, space propulsion and earth satellites, to name only an exotic few. It is obvious that any one observer can give a coherent summary of (or even attend) only a limited number of lectures, and this report is concerned only with the rotary wing sessions.

This study aims to investigate the treatment of translation within the international business and management (IBM) literature to highlight colonialist assumptions inscribed in this treatment as a result of the hegemonic status of English.

This investigation takes the form of a systemic literature review to examine the treatment of translation in the IBM literature through a postcolonial lens.

The findings demonstrate that despite growing interest in language in international business, matters of translation have received comparatively little attention. However, those articles that do address translation matters tend to do so in five key ways, including epistemological/methodological considerations, exploring translator agency, the investigations of the discursive void/conceptual fuzziness between languages, and approaches that discuss translation as social practice.

Despite the authors’ critique of English-language hegemony, this literature review is restricted to English-language journals, which the authors acknowledge as problematic and discuss within the article.

In exposing the limited treatment of translation within the literature, the authors provide a call to action for IBM scholars to be more explicit in their treatment of translation to ensure representation of cultural and linguistic Others, rather than providing domesticated accounts of multilingual research.

Although there have been other articles that have examined translation in the past, this paper is the first to do so through a postcolonial lens, demonstrating from a linguistic perspective the colonialist assumptions that are still prevalent in IBM knowledge production, as evidenced by the treatment of translation in the field.

The purpose of this study is to assess the presence of deceptive advertising practices in wine retailers’ e-mails and, if identified, to analyze the extent and content of these deceptive advertisements.

The study follows an observational research design to examine the accuracy of two claims that were made in 258 marketing e-mails from two major wine retailers in New Jersey, USA: (1) that all wines have 90+ scores; and (2) that these wines are offered at a deeply discounted price.

The study found that only 3.9% of cases accurately supported both major claims made: the wines having 90+ scores and being offered at a discounted price. Both claims were inaccurate in 64.7% of cases. Nearly half (49.3%) of the advertised wines had concealed critic’s scores below 90 points. Recipients were told they could save 37.2% by purchasing from the advertising retailer, but they could have actually saved 12.7% more by buying the wines elsewhere.

The study’s limitations include the small sample size. Variations between different wine retailers and their advertising practices require further investigation.

Advertised discounts and scores may be inaccurate or incomplete, causing consumer confusion and disappointment, erosion of wine advertisements’ as well as wine retailers’ and wine experts’ credibility.

Deceptive advertising can erode consumer trust and lead to unfair practices. Consumers may make purchasing decisions based on misleading information. Deceptive practices create an uneven playing field, giving businesses that engage in them an unfair advantage, hindering market transparency and ethical businesses. Policymakers should develop regulations to protect consumers and ensure fair competition.

An investigation of deceptive advertising practices in the wine industry has not been done before. This exploratory study contributes to consumer awareness and highlights the importance of truthful and transparent marketing practices.