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It is argued that strategy implementation is an important component and ally in the building of a capable organization and that this helps create the future and not inhibits it. The gap between strategy formulation and performance as well managerial skill levers that make strategy implementation possible are discussed.

Direct selling executives are influential in the increase of sales and growth of the company. Strategies such as employee recruiting, training, developing appropriate skills and maintaining their motivation for the efficient management of the firm are discussed.

It is important to analyze current levels of knowledge about strategic management activities in nonprofit organizations. There has been a rise in the volume of published research on this subject, but few explicit links have been made between research studies, thus creating fragmentation. It is clear that research that looks across elements of the strategy process is required. It is also important to consider the impact of strategy on performance.

A study was conducted on the capacity allocation conflict between manufacturing and marketing. The effect of 18 priority sequencing rules on the allocation of constrained and excess production capacity was analyzed using the PROD/CUST functionally integrative performance model. Results showed that a total customer orientation may not be productive for some firms. Simulation also showed that manufacturing can no longer act as a reactive component in the marketing process and that appropriate managerial accounting systems are crucial in joint functional analysis using models such as PROD/CUST.

Solid product knowledge and an absolute love for selling have propelled Lee A. Iacocca into the business-world spotlight. Although detractors may criticize some of his corporate management skills, and he personally admits to his share of mistakes (Ingrassia & Stertz 1990), few can doubt the selling and sales management skills of Iacocca. Although much has been written about Iacocca, this article will focus on his specific contributions to the sales discipline. (Reprinted by permission of the publisher.)

Several letters to the editor are presented in response to articles discussed in previous issues, including "The Global Economy: Who Gets Hurt" in the August 10, 1992 issue, the prediction that the U.S. economy will eventually need more college graduates and "Caterpillar's Don Fites: Why He Didn't Blink" in the August 10, 1992 issue.

Purpose: The marketplace demands a technological skillset among our college graduates, and scholars acknowledge the educational underpinnings (or lack thereof) regarding technology and its place in marketing education. The current research, therefore, aims to explore how academic institutions and programs have responded to coercive, mimetic and normative isomorphic pressures in reshaping the experiences of current marketing students. Design/methodology/approach: To understand this pressure and its implications with regards to the marketing curriculum, this research explores the integration of technology into the marketing classroom via the three forces of institutional isomorphic change: coercive forces, mimetic processes and normative pressures. The current research uses both primary and secondary data to examine how isomorphism is occurring in digital marketing education. Findings: We find that the integration of technology into the classroom comes from the forces of institutional isomorphic change. Although these forces are pressuring business schools to include technology in their marketing curriculum, a widespread adoption of this necessary media is yet to follow. Research limitations/implications: From a research perspective, this paper portrays the forces that are acting to disrupt teaching and learning in the current global marketplace. Previous research tends to focus on how educators can teach a particular subject area. This paper brings together forces of change as related to educators, students and managers. Practical implications: Educators and their educational institutions have to continue to learn to teach digital marketing. Students have a role to play in that they have to be agents of change for a stronger and newer marketing curriculum. Finally, managers need to partner with educators and students to create a stronger environment for learning practical tools. Originality/value: Weber (2013) utilized this theoretical foundation for understanding how such pressures impacted the coverage and offering of courses addressing ethical, social and sustainability issues in graduate marketing curricula. This research within the digital marketing educational arena is the first to attempt to understand technology integration into marketing education.

The current state of knowledge about ethical marketing decision making is explored from a historical perspective. While much research focuses on ethical issues, our purpose is to provide a holistic perspective of existing theory, skills, and research. We address both normative and descriptive approaches to ethical decision making theory development. Additional dimensions of ethical decision making such as institutional, resource-advantage, and value chain theory are advanced for future research.

Scholarly interest in culturally-driven determinants of ethical behavior has grown substantially in recent years. This phenomenon is due to increasing pressure placed on top management teams of multinational firms to ensure high moral standards. One theory that has been overlooked in culture-based business ethics research is generational subculture theory. This theory will be explored in the current paper with respect to its relationship to moral philosophy. A theoretical model and conceptual matrix are developed and research propositions proposed. The resulting framework will aid future researchers of cross-cultural ethics due to the incorporation of generational subculture as a variable of analysis.Scholarly interest in culturally-driven determinants of ethical behavior has grown substantially in recent years. This phenomenon is due to increasing pressure placed on top management teams of multinational firms to ensure high moral standards. One theory that has been overlooked in culture-based business ethics research is generational subculture theory. This theory will be explored in the current paper with respect to its relationship to moral philosophy. A theoretical model and conceptual matrix are developed and research propositions proposed. The resulting framework will aid future researchers of cross-cultural ethics due to the incorporation of generational subculture as a variable of analysis.

Cognitive psychology views learning as a problem-solving process, and the case method has evolved as an excellent mechanism for developing the critical thinking skills essential to effective decision making. Focusing upon the student-led approach to case teaching, we present a framework for helping students develop skills for improving the group case process. The intent of the approach is to increase interest in student-led presentations, from the perspectives of the presenting team and the audience. The focus is on providing an educational environment that allows students to develop the interpersonal, analytical, oral communication, and written communication skills demanded by contemporary organizations.

This study investigates interrelationships between planning elements and measures of satisfaction in religious organizations. The paper identifies four surrogate mea sures of stakeholder satisfaction which are useful in assessing organizational effec tiveness in the absence of a profit measure. Using t-tests and Pearson's Correlation Coefficient, five general hypotheses are tested. The findings suggest that the select use of individual planning elements (rather than emphasizing a "complete" or formal planning process) is sufficient, in many cases, to maintain stakeholder satis faction, and thus ensure a continued flow of needed resources into the relgious organizations.

Discusses strategies for evaluating corporate sales training programs. Emphasis on the Sisyphean nature of evaluation; Interrelationships of planning, training, evaluation and modification; Pretraining and posttraining evaluation; Implications for management and training.