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This paper aims to focus on Master of Business Administration (MBA) alumni and their ability to provide institution-specific insights into MBA program delivery. Given desired MBA positioning dimensions, a case exemplar is used to reveal gaps between “should have” program emphases and “actual” emphases. Departures from expectations are used to reveal either under- or over-emphases which require repair.

The study develops a gap assessment procedure and the theory of gaps, and it presents insights into the prioritization of gaps for closing through the revelation of gap themes of varying magnitude. It also reveals the benefits and the limitations of emphasis-based gap assessments. Additionally, the study addresses the complexity of creating the dimensional structure for MBA program gap revelation.

This paper reports on the issues of framing dimensions, including the possibility of dimensional omissions, with a particular emphasis on the utilization of an emphasis-based gap model within an a priori identified structure.

The methodological approach provides a blueprint for additional program review, and it produces a strong structural base for MBA program positioning. It is also is particularly important in evaluating newly created one-year MBA programs.

The work reveals the potential for the revelation of both under- and over-emphases in MBA program delivery and the possible issue of sub-optimization in gap closing (i.e. the closing of one gap while opening another).

The purpose of this paper is to use cognitive age to segment college‐educated Japanese seniors, a grouping of interest to many marketers both within and external to Japan. The intent is to demonstrate the nomological validity of the cognitive age concept by relating it to key externalities and to further assess the viability of cognitive age over chronological age in non‐Western segmentation research.

Both hierarchical and non‐hierarchical clustering are employed to form segments of Japanese seniors based on their average cognitive age, as revealed by both Likert and semantic‐differential scaling. Differences are sought between the two clusters on key segmentation variables.

The results reveal that Japanese seniors who are younger, psychologically speaking, have more positive attitudes toward life satisfaction and aging than those respondents who are cognitively older. The psychologically younger respondents also tend to be more involved in activities and have better health along with economic comfort. The study further demonstrates, in a non‐Western setting, the predictive power of cognitive age over chronological age since the revealed cognitive age segments have the same chronological age.

The fact that average cognitive age relates to one's health makes it a powerful segmentation variable in international segmentation research on the mature market. Basically, cognitive age reveals an aptitude and, when coupled with purchasing power, the viability of senior segments may be assessed more clearly and strategically.

The study validates the usefulness of cognitive age in global segmentation research and illustrates its potential as a better predictor of behavior than chronological age.

An investigation of the attitudes of deans of accredited and non‐accredited schools found that their attitudes differed with respect to Cheit’s (1985) two dimensions: “academic” and “professional”. This difference was related to the three tiers of accredited schools implied by the new AACSB accreditation standards. Discusses implications.

Attitudes of deans of American Assembly of Collegiate Schools of Business (AACSB) accredited schools/colleges of business were surveyed regarding nine areas central to the practice of collegiate level business education. These deans were then classified into three categories in a manner consistent with the new AACSB standards for accreditation. Finally, a one‐way ANOVA indicated the degree to which the attitudes of these groups of deans differed across items on the original instrument. The study suggests implications for the revised accreditation process of the AACSB.

Multidimensional scaling (MDS) has often been utilised in retail store positioning and repositioning research. However, MDS results constrain store movement to existing perceptual dimensions. This work indicates that an assessment of higher level preference functions should be conducted before utilising MDS results in store positioning. Despite this limitation, the ability of MDS to reveal current perceptual criteria means that it can serve as a very useful diagnostic. In this regard, MDS can be utilised to determine if a new dimension has emerged from a given positioning, or whether consumers have changed the salience of their perceptual criteria, as a result of a positioning. It can also reveal if a referent store has moved in the appropriate direction (e.g. away from competitors and towards a gap that evidences utility).

Introduction The fact that innovativeness is not a generalised across‐product category phenomenon serves to open it to individual market analysis. Consider, for example, that the characteristics of the appliance innovator and grocery product innovator are not identical. As a result, studies of an idiosyncratic nature appear to be highly desirable. Yet, studies of the innovator in the retail service sector have been extremely limited. For example, the only published studies in this area have involved word‐of‐mouth communication patterns for an automotive diagnostic service and the degree of innovator overlap between grocery product and service innovators.

Professional schools, including collegiate business schools, are pulled in two opposing directions. The academy, where they live, pulls them to emphasize science and its values, and to focus on expanding the field of knowledge. The profession, into which their graduates move, pulls them to deal with immediately relevant, practical problems. The two also seek different characteristics in curriculum, the academy emphasizing that which will groom future scientists and the profession emphasizing that which will produce immediately employable practitioners. Collegiate business schools have not done a smooth, integrated job of balancing these competing claims for allegiance. Rather, history shows that they have satisfied one side and then, when the other side’s complaints became too loud, switched sides completely to the irritation of the constituency just jilted. This article describes what has happened and proposes a model which, if built into the accreditation standards, could reduce these unfortunate pendulum swings.

New AACSB accreditation standards focus on the school′s mission statement: its emphases on teaching, research, and service to industry; and, within “research”, on basic and applied research and instructional development. Deans (n = 275) of accredited and non‐accredited business schools evaluated the change potential for their school of the new AACSB accreditation standards. They reported their schools′ current and future emphases on teaching, research, and service to industry; and on basic and applied research and instructional development. As predicted, accredited and non‐accredited schools responded differently to the revised standards.

Among nascent entrepreneurial ventures, are some types of bootstrapping techniques more successful than others? We compare externally oriented and internally oriented techniques with respect to the likelihood of becoming an operational venture; and we compare cash-increasing and cost-decreasing techniques with respect to becoming operational. Using data from the first Panel Study of Entrepreneurial Dynamics, we find evidence suggesting that when bootstrapping a new venture, the percentage of cash-increasing and cost-decreasing externally oriented bootstrapping techniques that a ventureʼs owners use are positive predictors of subsequent positive cash flow (one and two years later). But, internally oriented techniques are not related to subsequent cash flow.

The study here responds to the view that the crucial problem in strategic management (research) is firm heterogeneity – why firms adopt different strategies and structures, why heterogeneity persists, and why competitors perform differently. The present study applies complexity theory tenets and a “neo-configurational perspective” of Misangyi et al. (2016) in proposing complex antecedent conditions affecting complex outcome conditions. Rather than examining variable directional relationships using null hypotheses statistical tests, the study examines case-based conditions using somewhat precise outcome tests (SPOT). The complex outcome conditions include firms with high financial performances in declining markets and firms with low financial performances in growing markets – the study focuses on seemingly paradoxical outcomes. The study here examines firm strategies and outcomes for separate samples of cross-sectional data of manufacturing firms with headquarters in one of two nations: Finland (n = 820) and Hungary (n = 300). The study includes examining the predictive validities of the models. The study contributes conceptual advances of complex firm orientation configurations and complex firm performance capabilities configurations as mediating conditions between firmographics, firm resources, and the two final complex outcome conditions (high performance in declining markets and low performance in growing markets). The study contributes by showing how fuzzy-logic computing with words (Zadeh, 1966) advances strategic management research toward achieving requisite variety to overcome the theory-analytic mismatch pervasive currently in the discipline (Fiss, 2007, 2011) – thus, this study is a useful step toward solving the crucial problem of how to explain firm heterogeneity.