Publication database

We discuss the reasons why this call for papers was issued and describe the process of selecting the three articles presented in this special section. We argue that maximizing stakeholder welfare and not just consumption maybe a new goal for marketing that will be consistent with emerging societal trends. Three articles on volunteerism, price assurances, and direct-to-consumer advertising result from our call and are presented in this section. This introduction is an overview of the three articles.

With permission of Elsevier

The three-part case study "Mr. KLM" recounts the story of the world's deadliest plane accident: the crash of two Boeing 747 aircraft at Tenerife in 1977. The case describes both the actual events leading up to the disaster as well as the main character and the case protagonist, KLM Captain Jacob "Jaap" Veldhuyzen van Zanten, to account for the fact that there had actually been two crashes that day: the airplane crash and the crash of "Mr. KLM," Jacob Veldhuyzen van Zanten. The case illustrates the paradigm of a homo rationale who, in an unusual situation, seems to throw aboard principles of rationality while reverting to decisions and behaviors best understood in the light of intuitive, unreflected, biased, or irrational decision making. The case serves as an illustration of findings and principles of social psychology, irrational decision theory, and behavioral economics.

The three-part case study "Mr. KLM" recounts the story of the world's deadliest plane accident: the crash of two Boeing 747 aircraft at Tenerife in 1977. The case describes both the actual events leading up to the disaster as well as the main character and the case protagonist, KLM Captain Jacob "Jaap" Veldhuyzen van Zanten, to account for the fact that there had actually been two crashes that day: the airplane crash and the crash of "Mr. KLM," Jacob Veldhuyzen van Zanten. The case illustrates the paradigm of a homo rationale who, in an unusual situation, seems to throw aboard principles of rationality while reverting to decisions and behaviors best understood in the light of intuitive, unreflected, biased, or irrational decision making. The case serves as an illustration of findings and principles of social psychology, irrational decision theory, and behavioral economics.

The three-part case study "Mr. KLM" recounts the story of the world's deadliest plane accident: the crash of two Boeing 747 aircraft at Tenerife in 1977. The case describes both the actual events leading up to the disaster as well as the main character and the case protagonist, KLM Captain Jacob "Jaap" Veldhuyzen van Zanten, to account for the fact that there had actually been two crashes that day: the airplane crash and the crash of "Mr. KLM," Jacob Veldhuyzen van Zanten. The case illustrates the paradigm of a homo rationale who, in an unusual situation, seems to throw aboard principles of rationality while reverting to decisions and behaviors best understood in the light of intuitive, unreflected, biased, or irrational decision making. The case serves as an illustration of findings and principles of social psychology, irrational decision theory, and behavioral economics.

You've read about Jack Welch, Lou Gerstner and Steve Jobs - but what can you learn about business from van Gogh and Picasso? The Fine Art of Success shows why you should look to pop-stars like Madonna or artists like Damian Hirst for guidance on innovation, competitive advantage, leadership, and a host of other business issues. Managers, marketing professionals, and students will see how these creative artists can help their organizations. Chapters include Madonna - Strategy at the dance floor; Damian Hirst - The shark is dead/How to build yourself a new market; Beuys - Understanding creativity, is every manager an artist; Picasso - Art lessons for global managers; Koons - Made in Heaven produced on eart; and Paik - Global Groove, innovation through juxtaposition. With controversial ideas, fascinating facts and memorable examples, The Fine Art of Success delivers business lessons that you'll be eager to apply.

The Haier case focuses on how Zhang Ruimin, CEO of the Qingdao Refrigerator Factory, manages to develop a nearly bankrupt factory producing bad quality refrigerators into one of the world's largest white goods producers. With a series of rigorous steps, he: a) manages to improve the quality of the refrigerators produced by putting the right incentives and processes into place; b) expands the product range into other areas of the white goods sector, the after-sales services area as well as into the brown goods and financial services sectors; and c) moves aggressively into foreign markets with inroads made very early on into the largest and most competitive markets of America and Europe. All of this took place against the backdrop of a China still smarting from the political and economic upheavals of the years and decades before. The second part of the Haier case (Case B) focuses on the limitations to growth. After Haier achieved outstanding growth, there were a number of cultural and organizational issues to address. Case B should only be used after a discussion of Case A.

The Haier case focuses on how Zhang Ruimin, CEO of the Qingdao Refrigerator Factory, manages to develop a nearly bankrupt factory producing bad quality refrigerators into one of the world's largest white goods producers. With a series of rigorous steps, he: a) manages to improve the quality of the refrigerators produced by putting the right incentives and processes into place; b) expands the product range into other areas of the white goods sector, the after-sales services area as well as into the brown goods and financial services sectors; and c) moves aggressively into foreign markets with inroads made very early on into the largest and most competitive markets of America and Europe. All of this took place against the backdrop of a China still smarting from the political and economic upheavals of the years and decades before. The second part of the Haier case (Case B) focuses on the limitations to growth. After Haier achieved outstanding growth, there were a number of cultural and organizational issues to address. Case B should only be used after a discussion of Case A.