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Corporate reputation has never been more valuable – or more vulnerable. All of the corporate malfeasance of the past few years in the US not only showed how precious and fleeting reputation is, but it also demonstrated how one company’s misdeeds taint an entire industry. Some businesses with superb reputations have found themselves unfairly lumped with the pack of fraudulent companies, and some executives have been dismayed to learn that they are viewed as greedy and unprincipled. One of the most important rules of reputation management is the need for constant vigilance. Companies today are exposed to unprecedented scrutiny through the Internet and 24‐hour all‐news television channels. Business is truly global and information, especially gossip, travels fast. Many people mistakenly equate reputation with corporate social responsibility and ethical behavior. While certainly of growing importance, ethics and social responsibility are but two elements of the equation. Financial performance, the workplace, quality of products and services, corporate leadership, and vision also figure into reputation. There’s also that elusive emotional bond between a company and its stakeholders that is central to the most enduring reputations. If they ever hope to maximize the value of their reputations, companies must make reputation management a fundamental part of the corporate culture and value system. Companies must spread the message of reputation management throughout the organization and make employees cognizant of how each and every one of them affects reputation on a daily basis. Reputation must be central to the corporate identity, not merely clever image advertising and manipulative public‐relations ploys.

This article offers guidelines for effective crisis response.

Its thesis is: whether an organization survives a crisis with its reputation, operations, and financial condition intact is determined less by the severity of the crisis than by the timeliness and effectiveness of the response

Companies with effective crisis response saw their stock price recover quickly, and remain above their pre‐crisis price thereafter, closing an average of seven percent above their pre‐crisis price one year after the crisis.

Offers do and don't prescriptions for managing a crisis.

A consultant recognized as an authority in his field shares his experience in effective crisis management.

Is it in corporations' long‐term interests to exceed their social and environmental obligations and deliver a superior ethical performance? This is one of the key questions raised in the debate launched by the European Commission's green paper last year regarding the concept of corporate social responsibility (CSR). It is clear that the commercial world must rise to the challenge of building the confidence and trust demanded by stakeholders worldwide. There is a broad consensus on the need for businesses to take the social, economic, and environmental impact of their actions — the ‘triple bottom line’ — into account. Businesses are an integral part of the society (local and international) and they have to consider the impact their behaviour has on it. Many businesses highlight the links between CSR and their wider sustainable development agenda. Corporate reputation or image depends on how the company conducts or is perceived as conducting its business. Today the ability to build a sustainable corporate reputation is more important than ever before as stakeholders are more educated, more knowledgeable, and more demanding. The Cyprus Popular Bank, the second largest banking organisation in Cyprus, has developed and launched ‘Radiomarathon’ in support of children with special needs, which has won a place in the Guinness World of Records as the most successful charitable event in the world on the basis of per capita contribution, and was chosen among the top five charity events worldwide by the Chartered Institute of Bankers for 2003. Radiomarathon has been used in order to build a strong corporate identity and corporate reputation: “With the Radiomarathon we have hit a vein of gold…our corporate reputation is stronger than ever before! In such a turbulent climate, a positive corporate reputation can play a vital role in ensuring that the organisation is on a solid footing. ” (Yiannos Pissourios, Cyprus Popular Bank). The bank realised the importance and need for corporate social responsibility in their efforts to build a good corporate reputation and achieve competitive differentiation.

The purpose of this paper is to examine what managers perceive Millennial employees as doing in organizations to find generalizations rather than relying upon stereotypes.

In total, 25 interviews were conducted with managers in the hospitality industry. The transcribed data were analyzed to learn about identified category-bound activities described.

Three prominent findings are elaborated. First, Millennials express a desire for learning and training, because they see this as fostering advancement. Second, there were mixed evaluations of Millennials effectiveness in teamwork. Specific teamwork problems managers identified involved cliquish behavior. Finally, managers stated that Millennials desire feedback. In order for the Millennial employee to feel satisfied with the feedback, however, it needs to be ample, positive and personal.

The ability to generalize findings is limited because the objective of qualitative research is not to predict. The study does offer some patterned observations by managers that may be useful to future employees and other managers.

The analysis revealed that some practical problems managers may face when leading Millennial employees; however, these employees bring their own solution to the workplace: a desire for training.

Existing research on Millennials has not acknowledged the desire for training by Millennials. This is an important finding due to its implications for effective management.

Research vitality addresses the perseverance that faculty members in the organization sciences experience in maintaining their research quantity and quality over an extended period of time. The purpose of this paper is to offer a theoretical model of research vitality.

The authors propose a model consisting of individual and situational factors which influence the motivation and commitment of a professor to continue to conduct quality research over an extended period of time. Additionally, the authors identify benefits that may accrue when faculty members possess research vitality and discuss human resource management implications for schools engaged in hiring, tenuring, promoting, and socializing faculty members. A set of propositions about research vitality and contextual factors that influence this construct are presented and discussed.

An individual‐level construct that represents a time related measure of the quality and quantity of individual contributions to the scholarly discipline of management is developed. Every individual in the organizational sciences field has the capability to contribute in a meaningful way.

The model presented has a number of personal implications and departmental implications such as how to predict research vitality in junior faculty members.

The framework should be used for understanding one element of success in the organizational sciences.

The paper develops a model of research vitality to explain why some faculty continue to be productive, even in the face of a challenging research process.

In a previous article we had occasion to refer to and to condemn the standards for jams, jellies and marmalade which had been arrived at as the result of a conference which had taken place during the year 1930 between the Jam Panel of the Food Manufacturers' Federation and certain members of the Society of Public Analysts and other Analytical Chemists. There is another point in connection with these standards which we think might have received the attention of this Conference. At the present time everyone is being exhorted to buy British goods on the grounds, it may be supposed, that such purchases are patriotic in character and good for trade. But to speak quite frankly, if these jams are to be taken as a fair example of British skill and enterprise, the legend “Buy British” leaves us cold. What, then, is a British jam? Is there such a thing? If by the term we mean a jam made of sound British grown fruit which gives the name to the jam mixed with an equal weight of sugar, it would seem to be a rarity. Some fruits we cannot grow. Hence Scotch marmalade is a fair enough term to use, assuming of course that the orange is of the right sort and in the right quantity. The same thing applies of course to apricot jam. The greater number of our best known jams are made from fruit that, whatever may be its origin, can be grown here and grown better here than elsewhere— strawberry, raspberry, plum, gooseberry. We say unhesitatingly that there is no need under any circumstances to buy the pulp of these fruits or the fruits themselves abroad when it is of immediate interest to the health and pocket of the consumer, the prosperity of the home fruit grower and ultimately to the trade itself to buy them at home. In a report issued in 1927 on Fruit Marketing in England and Wales issued by the Board of Agriculture it is stated that the manufacture of jam is the “backbone” of the fruit‐growing industry. It is further stated that 90 per cent. of the home grown raspberry crop, 60 per cent. of the strawberry and 40 per cent. of the plum are or were at that time purchased by the manufacturers of jam. We say “at that time” because the figures in all probability relate to the conditions in force up to 1926, and that year it seems began to mark an increase in the amount of fruit pulp imported from foreign countries. The fact that pulp was being imported in large amount previous to that year is noted in the report whose title is given above, 90 per cent. of the home grown raspberry crop available for the manufacture of jam is used, but what is to be thought of the figure given for plums? In connection with this we need only quote the remarks of Lieut.‐Col. Ruggles Brise which he made during the debate in the House of Commons on the terms of the Resolution.

The purpose of this paper is to report on research carried out with employers to determine demand for business and management skills in the Scottish workforce.

The research used a questionnaire in which employers were interviewed (either telephone or face to face), completed themselves and returned by e-mail, or completed an online survey. In total, 71 employers took part in the study.

The research found that the factors which are most important to employers when recruiting graduates were; personal attitude, employability skills, relevant work experience and degree result. The most important transferable skills to employers when recruiting graduates were; trustworthiness, reliability, motivation, communication skills and a willingness to learn.

The paper shows the importance of graduates developing excellent job searching skills, high-quality work experience and developing business courses to enhance students’ employability and better meet employers’ wants.

The paper is timely given the introduction of Key Information Sets. The provision of such information will drive HEI to further develop students’ employability to obtain graduate-level jobs.

Since the global versus multinational marketing debate began some twenty‐five years ago, pros and cons of each approach have been well recognized. This article provides an overview of the various methods by which global companies are achieving worldwide marketing success. Emerging positioning strategies are illustrated against a background discussion on establishing a world brand, segmenting global markets on the basis of consumer similarities and product benefits, and the recognition of universal themes. The basis for this research was to look at what is being done in the global marketing and advertising arena via print advertising from Japan, Europe, and the Middle East. Examples of ads are provided to illustrate various universal themes and positioning strategies in both the high‐tech and high‐touch product categories.