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The purpose of this paper is to investigate how supply and demand interact during industrial emergence.

The paper builds on previous theorising about co-evolutionary dynamics, exploring the interaction between supply and demand in a study of the industrial emergence of the commercial inkjet cluster in Cambridge, UK. Data are collected through 13 interviews with professionals working in the industry.

The paper shows that as new industries emerge, asynchronies between technology supply and market demand create opportunities for entrepreneurial activity. In attempting to match innovative technologies to particular applications, entrepreneurs adapt to the system conditions and shape the environment to their own advantage. Firms that successfully operate in emerging industries demonstrate the functionality of new technologies, reducing uncertainty and increasing customer receptiveness.

The research is geographically bounded to the Cambridge commercial inkjet cluster. Further studies could consider commercial inkjet from a global perspective or test the applicability of the findings in other industries.

Technology-based firms are often innovating during periods of industrial emergence. The insights developed in this paper help such firms recognise the emerging context in which they operate and the challenges that need to overcome.

As an in depth study of a single industry, this research responds to calls for studies into industrial emergence, providing insights into how supply and demand interact during this phase of the industry lifecycle.

In the late 2000s, the Ultimate Fighting Championships (UFC) emerged to become the dominant mixed martial arts (MMA) organisation, bringing the sport to mainstream acceptance. The purpose of this paper is to draw on theories of co-evolution and positive feedbacks to provide insights into how the UFC has assumed this dominant position.

A single historical case study is compiled drawing on data from a number of sources, including the UFC, US State Athletic Commissions, MMA web sites and prior UFC-related academic literature.

A number of significant growth dynamics are identified, including interconnections between the increase in free-to-air events and the generation of new UFC fans and revenues; the increased financial rewards to successful fighters that allows them to improve the quality of their training and the improved quality of UFC content; and the accumulation of a critical mass of high-level fighters that increases the reputation of the UFC and the increased attraction of new fighters to the organisation.

Further in depth studies are necessary to substantiate and quantify the interconnections identified in this paper.

The paper provides insights for other non-mainstream sports organisations that are attempting to grow their participation and viewership.

The emergence of new sports and sports organisations such as the UFC with global appeal and significant commercial returns is infrequent. This study contributes to the need for understanding of how new sports enter the mainstream and the role that governing organisations such as the UFC play in achieving this transition.

While the history of modern ideas in business education in general, and organization theory and organizational economics in particular, has several different intellectual roots, two books in particular were influential in initiating the field that is now broadly recognized as behavioral theories of organizations: A Behavioral Theory of the Firm, written by Richard Cyert and James G. March; and Organizations, written by Herbert Simon and James March. These two books set the stage for several subsequent developments in organization and management theory including research in learning, strategic management, and organizational routines. The behavioral view of the firm was also important to modern developments such as evolutionary theory and transaction cost economics. This paper examines part of this history and development, focusing in particular on the contributions of March.

This paper aims to examine the role of James March and his actor-network in the development of a functionalist paradigm of organization theory (OT). Recognizing the important contribution of March to the development of the field of OT, the authors set out to understand the role that he played in establishing the oft-quoted development of founding a behavioral facet of the functionalist paradigm of management theory.

The authors draw on ANTi-History to study some of the key factors that contributed to the challenges associated with the creation of a functionalist paradigm of OT. ANTi-History is an amodernist method drawing attention to how history is produced, differing from a modernist method for identifying the single-most truth of a series of past events and from a postmodernist method for revealing the relativity of accounts of the past. To that end, the method of ANTi-History is to explore the intersections of a series of human (e.g. scholars), non-human (e.g. a textbook) and non-corporeal (e.g. paradigms) actors to assess their role in producing a version of the past (e.g. a unified field of OT).

The authors reveal how the history, producing the paradigmatic idea of OT as a supposed field of inquiry, is not an account of an actual field of inquiry as much as it is the outcome of the shared and conflicted worldviews of multiple actors.

The unique and original contribution is in the tracking over time of the relationship between a known and important actor James March and the formation of a specific paradigm of OT. In particular, the authors focus on the factors and activities that formed or failed to form OT at points in time and James March’s role in this. In the process, the authors set out to learn not simply what James March achieved but how he achieved it.

On 2 September 2015, it was announced that Tom Ford would again be ‘dressing James Bond’, Daniel Craig, in Spectre (Mendes, 2015) after tailoring his suits for Quantum of Solace (Forster, 2008) and Skyfall (Mendes, 2012). Ford noted that ‘James Bond epitomises the Tom Ford man in his elegance, style and love of luxury. It is an honour to move forward with this iconic character’.

  With the press launch of ‘Bond 25’(and now titled No Time to Die) on 25 April 2019, it is reasonable to speculate that Ford will once again be employed as James Bond’s tailor of choice, given that it is likely to be Craig’s last outing as 007. Previous actors playing the role of James Bond have all had different tailors. Sean Connery was tailored by Anthony Sinclair and George Lazenby by Dimitro ‘Dimi’ Major. Roger Moore recommended his own personal tailors Cyril Castle, Angelo Vitucci and Douglas Hayward. For Timothy Dalton, Stefano Ricci provided the suits, and Pierce Brosnan was dressed by Brioni. Therefore, this chapter will analyse the role of tailoring within the James Bond films, and how this in turn contributes to the look and character of this film franchise more generally. It aims to understand how different tailors have contributed to the masculinity of Bond: an agent dressed to thrill as well as to kill.

The purpose of this paper is to trace the impact of a major management scholar, Herbert Simon.

A novel approach was employed in identifying the most influential research articles that have made use of Simon's two great management works, Administrative Behavior and Organizations (with James March). The list allowed the close analysis of the nature of the influence wielded by Herbert Simon on management scholarship. The process of analysis was guided by a targeted search. Google Scholar allowed the compilation of a list of top‐cited research articles that made use of the two books. The 25 most‐cited articles associated with each were then categorized by their subject matter and examined for the impact of Simon's research.

As measured by citations, Herbert Simon's influence on management scholarship has been immense. Administrative Behavior and Organizations have incurred huge numbers of citations, more than 7,000 each. Moreover, not one of the 50 papers populating the two lists has generated fewer than 1,000 citations. Both works contributed heavily to research on theories of the firm, organizational learning and knowledge, and on organizational coordination and decision‐making, among other topics.

An emerging research tool, Google Scholar, was engaged, allowing an empirically based analysis of Herbert Simon's contribution to management scholarship. The results mark, with unusual clarity, the direction and nature of Simon's enormous influence.

This article aims to propose a critical review of James G. March’s research in and particular its consistency with its epistemological and psychological underpinnings.

The paper proposes a textual and conceptual analysis of James G. March’s study.

The article argues first that March’s study exemplifies the “physics envy” typical of management and organisation studies scholars since the early 1960s. Second, evidence is presented that March’s conclusions, irrespective of their legacy on management and organisation studies, were not developed along and were not consistent with the foundations that March espoused and advocated during most of his career. As a result, the implications of his conclusions are uncertain. To his credit, however, there are reasons to believe that, towards the end of his career, March came to recognise the limitations of his scholarship. Further, he indicated an alternative avenue for organisation studies which eschews the shortcomings of positivist and post-modern research.

Although centred on March’s work, the argument presented is relevant to psychology, organisations, choice, the nature of knowledge, the limitations of positivism and post-modernism.

The paper balances the perspective offered by recent celebratory reviews of March’s study.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still be covered by the Act if she were employed on like work in succession to the man? This is the question which had to be solved in Macarthys Ltd v. Smith. Unfortunately it was not. Their Lordships interpreted the relevant section in different ways and since Article 119 of the Treaty of Rome was also subject to different interpretations, the case has been referred to the European Court of Justice.