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In 2005 Manchester United was taken over by US businessman Malcolm Glazer, in part because of the club's brand name prominence in the global sport of soccer. This paper examines how Manchester United rose to a pre-eminent position in world football through its on-field performances and its off-the-field management strategies. It shows how the club took its storied history into world markets to take full advantage of globalisation, the opportunities extended through the English Premier League's reputation and developments in global media technologies. Astute management of club resources is identified as the major factor in global brand management.

Nepal's political economy has been in the process of changing ever since the establishment of a unified kingdom on November 12, 1769, following the unification drive by the King of Garkha, Prithivi Narayan Shah. Although Nepal has never been colonized, her political economy has been largely influenced by changes in neighboring countries. Monarchs ruled the country from 1770 to 1845. At that point, Jung Bahadur Rana, taking full advantage of the ongoing conspiratorial politics in the king's palaces, decimated his foes and established himself as the Prime Minister of the country and turned the powerful king into titular head of state from 1846 to 1950. After a brief experiment of open and competitive politics following the 1950 revolution, the country fell back into a rule of absolutism from 1960 to 1990, then finally reverted to a constitutional monarchy and parliamentary system in 1990 following the Jana Andolan (People's Movement).

It is generally believed that the Smoot–Hawley Tariff Act (SHTA) of 1930 was an electoral response on the part of the Republican Party to Midwestern farmers’ concerns in the 1928 general election which via the legislative process (pork-barreling and log-rolling) was transformed into a generalized upwards tariff revision. There are, however, problems with this view, not the least of which is the fact that the farmers themselves were well aware of the fact that higher tariffs would not improve their lot, and hence favored the price support/equalization measures found in the Haugen–McNary Farm Relief Bill. This paper presents an alternative explanation. Specifically, it is argued that the SHTA had its origins in manufacturing states where the demand for a comprehensive upward revision of tariffs was transformed via the electoral process – and not the legislative process – into an omnibus upward tariff revision that included agriculture. The omnibus nature of the bill, it is argued, was intended as both (i) an electoral strategy and (ii) a hedge against near-certain revolt in rural America over anticipated higher prices for manufactures. We show that while successful electorally (i.e., in the 1928 presidential election), the Smoot–Hawley Tariff Bill fell apart in the legislature in the summer of 1929 when 13 Insurgent Republicans broke with the party to vote with the Democrats to lower tariffs on manufactures.

Nigeria is experiencing an expanding variety of what is termed collective bargaining, which is being propelled by socio-economic challenges and the emerging political dispensation that had long eluded the country, albeit the numerous contours needing some pragmatic approaches from the state, employers of labour and the trade unions at the local and national levels. Therefore, this study represents an attempt to illustrate the rising collective bargaining pattern in Nigeria.

This study drew on employee and employer sectoral associations examples together with labour union structures of the state to assess what underlined collective bargaining developments from the broad context of collective bargaining and the industrial relations implications. Content analysis was employed to analyse the secondary data (found in relevant company handbooks, policies, collective agreements, etc.) and primary data obtained through unstructured interviews.

A form of collective bargaining is emerging where the trade unions are embracing symbiotic agreements at plant levels to improve conditions of employment and thus weakening the hold of the national union from collective bargaining – a move that may challenge the conceptual framework of collective bargaining as conceived by many states in developing economies.

This is an investigative paper, carefully trailing the framework of collective bargaining from direct contacts with all stakeholders in the labour corridors of Nigeria – such as the Nigeria Labour Congress, Nigeria Employers’ Consultative Association, Chemical and Non-Metallic Products Employer's Federation, Metal Products Workers Union of Nigeria and Personnel Practitioners, cutting across all the segments of the political and economic development of the country.

The purpose of this study is to investigate the structural changes needed for project-based organisations (PBOs) to synthesise their project operations and services following the servitisation strategy. It addresses the question of how PBOs should change their organisational structure fitting with service provision strategy.

This study followed an exploratory research method using a single in-depth case with evidence collected from 51 project managers from five different industry sectors: construction, oil and gas, IT, logistics and health care

Capitalising on organisational design theory, it has been found that successfully extending PBOs' outcomes into a system of both project output and extra services requires an adjustment of organisational structure that creates greater value for both companies and customers. This required adjustment has been divided into five main categories: (1) collaboration cross-project and customers; (2) flexible workflow, (3) decentralised decision-making, (4) wide span of control and (5) project governance. However, the findings indicate that success can only be ensured by particular mutually coordinated organisational designs with a suitable balance of products and services

This study presents vital indicators to PBOs practitioners when deploying servitisation within their operational strategy by adjusting the organisation's design.

Servitisation could add both economic and social values for a diverse set of project stakeholders. However, the sustainability performance of servitisation in servitised project-based organisations is an outcome of reducing the discrepancy between project operation and service provision activities.

This study contributes to the body of knowledge and proposes a structural alteration process in PBOs to help align project operations and service provision activities. It explains how project-based organisations reconfigure their resources to provide services.