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Arguments that business professors in many schools have been mismanaged are presented. Failure in improving the conditions and income of business professors led to poor contribution to their professional groupings, their universities or to industry. This concern has to be recognized and addressed before the academic leadership in key business disciplines could be rebuilt and strengthened.

Behavior-based management control is strongly related to salesperson performance. It was found that high outcome performance of salespeople is directly related to high salesperson behavior performance. Therefore, sales managers must focus more on salesperson behavioral activities such as monitoring, evaluating, developing and rewarding salespeople. Also, a more effective behavior-based control system requires proper selection, training and performance evaluation of salespeople.

The various kinds of organizational networks are analysed. There are are virtual networks, value-added networks, flexible networks and hollow networks. The formation of networks is dependent on trust being established between organisations, which may share risks and consider organisational objectives with a view to collaborating and gaining competitive edge. Priorities need to be established and management systems set up to suit new structures.

Studies on the connection between competitive strategy, quality of service, quality of products and the place of marketing in quality strategy are examined, and comparison are made between the studies and the views of executives interviewed. Research is restricted because there are few studies available which a directly connected to the subject. There needs to be a greater comprehension of quality so that the relationship between quality management and marketing can be explored.

Management education is not responsive to the changes in the business environment and creates artificial barriers between marketing and business strategy just to maintain 'administrative neatness.' Management educators and trainers are therefore urged to rethink the way they link crucial marketing issues with equally important business strategy concerns and vice versa. A model is introduced that is intended to promote the merger and realignment of marketing and strategy in management education and implementation. The model points to two issues for study in the marketing and strategy areas: the organizational decision-making level and the focus of management attention. It also proposes four related areas of analysis: portfolio and corporate investment decision, market business strategy, operations planning and management, and marketing planning and management. Four types of iteration between these areas are likewise suggested.

Strategic planning has been hailed by many senior managers as the ideal answer in coping with the growing complexities in a constantly changing business environment. Initial experience and research suggest, however, that strategic planning has so far failed in fulfilling its designated management function. Despite this, a growing number of planners have insisted that planning can still make a difference, especially during the recession period of the 1990s. To assist corporate planners and managers, ten management prescriptions are discussed that attempt to increase the effectiveness of strategic planning within their companies. These ideas are mainly concerned with managing the process where plans are developed and implemented.

Research was conducted to examine the behavioral aspects of export distribution channel business partnerships. In particular, the study attempted to compare the power-related relationships between buyers and sellers in the domestic market, as well as in international markets. Data used for the study were obtained from 53 indigenous Greek exporting manufacturing companies trading with UK importers. Findings indicated that Greek export manufacturers exercise more control over decision making when dealing with their domestic customers than with their foreign purchasing partners. It was shown that importers from the more developed nation dominate the buyer-seller relationship.

Research has identified that after 40 years of discussion the use of the salesforce as a source of market information is relatively widespread in business-to-business organisations, but that the majority of organisations do not always gather, store or disseminate this information effectively. The research highlights that the salesforce should be set clear objectives and incentives and, most importantly, be included in the dissemination of market intelligence for the organisation to gain maximum benefit. Unless sales personnel are able to understand how their information contributes to the organisation's activities and feel that their participation is valued, they will be unable to provide timely and pertinent information to the organisation. Further, the research suggests that organisations that do not effectively disseminate market information across functional boundaries may be ignoring a potential source of competitive advantage. This paper provides a review of the current situation, a literature review, a discussion of management implications and suggestions for further research. [ABSTRACT FROM AUTHOR]

A study on sales person in-role behavior performance and organizational control has shown that sales manager control has a stronger impact on Organizational Citizenship Behavior (OCB) through Perceived Organizational Support (POS) than directly. POS has a strong impact on sales person OCB.

Challenges posed in marketing research, are discussed. Suggestions for solving the issues related to marketing research are also detailed.