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It is well suited for short courses focussed on brand equity or marketing.

This teaching case is specifically aimed at postgraduate students completing a management diploma or a professional development course.

Inverroche, one of South Africa’s first artisianl gins, faces an interesting brand dilemma. By the end of 2016 through a distribution agreement with a large wholesaler, it secures a national footprint and becomes available at all leading retailers, resturants, and bars. The product’s immense growth trajectory attracts the attention of the global drinks conglomerates who see an opportunity to secure market share in the lucrative craft gin segment of the market. Founder Lorna Scott grapples with whether she has made the right choice to sell a majority share of her beloved brand to the global house of brands, Pernod Ricard. In this case, she meets with her sales team to debrief the situation as well as have a heart-to-heart with Alex Farnell, general manager of sales and marketing. The case looks at the Inverroche brand in detail, what it represents, and why it resonates so intrinsically with consumers. However, Scott and Farnell differ in opinion on the strategic objectives of the brand. Farnell seems to think that the sale to Pernod will not harm the brand, but Scott is torn. How does a niche artisinal brand scale? Can a brand remain authentic when it does scale? Is there any commercial sense in remaining artisinal? Is an artisinal brand’s brand equity compromised when it is sold to a corporate house of brands? All of these questions relate to whether a brand can remain authenthically artisinal amidst a corporate acquisition.

To identify the challenges of growing an artisinal brand

To identify the challenges of achieving scale as well as the marketing and commercial costs and profits scale represents

To identify how to build a brand that resonates with consumers

To critically assess the link between brand building, distribution, and availability

To analyse the impact of brand architecture on brand equity

Summarizes the literature on mentoring and its effects, pointing out that little research has been done on international mentoring despite globalization. Considers how mentoring could be used to help accountants make international assignments into successful learning experiences and to cope with the culture shock they often report. Discusses the possible role of the mentor before, during and after the assignment, highlighting the critical factors during the process; and compares horizontal and vertical approaches. Urges accounting firms to use mentoring to improve international performance and as a basis for organizational learning in a global environment.

Looks at the reasons for the collapse of both regimes and considers the importance of repression with these developments. Contrasts the methods of Imperial Russia with the Bolsheviks looking at Court proceedings, prison conditions, education and propaganda in prison, exile and the secret police. Concludes that whilst social support is usually seen as essential for survival of a system, repression is not regarded as a positive element but can become the method for a system’s survival and stability.

The purpose of this paper is to describe, analyze and understand international users' library experience in the Digital Age in order to inform library service design and ensure it provides an inclusive environment. In this study, the behavioral and experiential aspects of user library experience are merged to develop essential interconnections between information behavior (IB) and user experience (UX) in the context of the academic library with the goal of constructing a more holistic understanding of ‘library experience.

The study was built on the concept “library experience” through analyzing its essential components of IB and UX. It was developed through findings from mixed methods research, consisting of the quantitative investigation from a library log analysis, and qualitative investigations via cognitive mapping exercises and semi-structured interviews, both targeted on the largest single group of international students in United Kingdom – international Chinese students.

The findings demonstrated the complexity and multilayered characteristics of international Chinese students' library context, and three unique contexts emerged from the data shaping their library experience. Building on the previous findings on the connections between IB and UX, the work attempted to redefine “library experience” by joining both behavioral and experiential aspects. It is found that the key components of cultural library experience are the multilayered context, cultural group's perception needs, sense-making process and subjective evaluations.

This study joins the behavioral and experiential perspectives together to explore library experience in a more holistic way and proposes a systematic structure to understand and analyze library experience, especially that of international users in a cross-cultural context, which, in turn, will better serve their information needs and inform the design of a more equal and inclusive library system.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products industry, motor vehicle and parts industry, information technology industry, food industry, the airline industry in a turbulent environment, the automotive sales industry, and specialist retailing industry. Outlines the main features of each industry and the environment in which it is operating. Provides examples, insights and quotes from Chief Executive Officers, managers and employees on their organization’s recipe for success. Mentions the effect technology has had in some industries. Talks about skilled and semi‐skilled workers, worker empowerment and the formation of teams. Addresses also the issue of change and the training that is required to deal with it in different industry sectors. Discusses remuneration packages and incentives offered to motivate employees. Notes the importance of customers in the face of increased competition. Extracts from each industry sector the various human resource practices that companies employ to manage their employees effectively ‐ revealing that there is a wide diversity in approach and what is right for one industry sector would not work in another. Offers some advice for managers, but, overall, fails to summarize what constitutes effective means of managing human behaviour.

Employee Stock Options are the most widely used incentive compensation tool, and prior research has shown their advantages. However, research among different peer groups, different time frames, different research methodologies, and the constantly changing public opinion prevents unanimous agreements on the various benefits of Employee Stock Options. In this paper we apply a number of research hypotheses tested in recent US studies to a European sample of EuroStoxx 50 companies. Due to the globalisation, the similar accounting regulations and the IT and telecommunications revolu tions, Europe and the United States have grown closer together than ever before and are expected to display similar business practices. This assessment should be especially relevant for the large European companies, which mostly have a dual listing in the United States and are therefore essentially forced to manage according to American practices. How ever, the results differ significantly from the existing US research, providing insufficient grounds to accept previous findings for European companies.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

This article’s indented contribution is to provide novel theoretical insights and empirical observations on “who gets what” in the way of incomes, including wages. The article challenges the conventional wisdom about stratification, especially power and status, as an outcome or function of economic distribution. It posits that income distribution is conditional on pre‐existing social stratification expressed in antecedent differences in class, power, status and related factors.