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The objective of the Contemporary Marketing Practices (CMP) research program is to develop an understanding of how firms relate to their markets in a manner that integrates both traditional and more modern views of marketing, and incorporates an understanding of both the antecedents and consequences of different practices. This paper aims to review its first decade.

The paper adopts a theoretical approach. It reviews the history of CMP research and its outcomes. The assessment concludes with a discussion of the program's contribution to marketing knowledge and some issues and challenges for future research.

Now a decade old, the CMP research program has undertaken research in over 15 countries. The study finds that it has made a unique contribution to marketing knowledge by bridging the gap between theory and practice.

By adopting a multi‐paradigm philosophy and a multi‐method approach, a broad perspective has been achieved that integrates the traditional managerial view of marketing with relational and process arguments.

The advantages of pruning corporate portfolios are welcomed in the US, but many British companies still assume that selling subsidiaries will be viewed in terms of failure by the outside world. Evidence suggests, however, that there are rewards in profit trends and enhanced share ratings. The decision to divest may set in motion a management buy‐out.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

Against the prevalent assumption that the United States is and has been a nation-state, this article proposes to reconceptualize it as an empire-state, a state encompassing hierarchically differentiated spaces and peoples. In addition to being descriptively more apt, an empire-state approach provides a firmer basis for understanding the United States as a racial state, a state of white supremacy. Drawing on evidence from constitutional law, I examine the early development of the U.S. empire-state, the long 19th century. The article demonstrates how U.S. state formation has always entailed the racial construction of colonial spaces, specifically “territories” and American Indian lands. Through an extended consideration of Dred Scott v. Sandford, the 1857 Supreme Court case associated almost exclusively with African Americans and hardly ever with empire, I argue for a unified framework to analyze the different but linked racial subjections of colonized and noncolonized peoples. The article concludes with several implications of an empire-state approach to the United States.

This paper is authored by Roger Mumby‐Croft who was the founding proprietor of Seaking, and this case is written from his perspective. The Journal Editors are pleased to be publishing this case study which they believe will provide an excellent classroom vehicle for drawing out academic lessons about SMEs, growth and entrepreneurship.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

This paper aims to demonstrate how a Contemporary Marketing Practices (CMP)‐based living case study approach can be used to enhance student learning, and to develop new theory about marketing practice.

The paper compares and contrasts teaching cases and research cases to create context. It then describes two examples of the living case study approach: one project directed at understanding the impact of information technologies (IT) on marketing practice, and the other at examining managerial understandings of customer value.

The study finds that a living case approach extends insight into antecedents and consequences of marketing practice, consistent with CMP research objectives. New conceptual frameworks for the IT adoption process and conceptions of customer value are co‐created by executive students and the authors. It shows that managers are able contributors to theory development. The paper concludes that the living case approach provides a rich “zone of mutuality” between research and teaching.

Action learning can be used in business schools to enhance theoretical and practical understanding of complex process‐based phenomena.

The living case study is suited to post‐experience students rather than undergraduates. In addition to considering the nature of the student body, faculty should also consider fit with their personal competencies and the curriculum prior to taking this approach. However, it should be done so advisedly.

The study stimulates reflection on alternative approaches to teaching and learning in executive education, and to theory development in marketing practice.

From recent evidence in both the industrial and the political arena, it would seem that diluted forms of industrial democracy/employee participation are undergoing some kind of a revival. This is probably a reflection of a change of government on the one hand and a reaction to the proposals of Bullock and the White Paper on the other. One of the forms of participation attracting most interest would appear to be joint consultation and, in a recent report in the Employment Gazette, Hawes and Brookes have argued that “in particular it seems likely that over the next few years emphasis will be placed on the voluntary development of employee participation by managements and trade unions, and the growth of new and existing forms of negotiating and consultative machinery”. It is within a context such as this that we can outline the remainder of this article.