During the 1970's there was considerable research interest in environmentally concerned consumers. Mirroring societal interest levels, such research waned in the 1980's. Today, this topic has regained its relevance, however. Marketers actively target these consumers and public policy makers strive to increase their numbers. In addition, research activity pertaining to these consumers has increased noticeably in recent years. Despite the increased attention to environmental concern, a viable conceptual framework for its study is still lacking. A review of past work indicates that environmental concern has been variously treated as a group of behaviours, attitudes, affect, and intentions. In order to clarify the construct and provide needed theory for its study, a framework of environmental concern is provided here. This framework is drawn from existing work on environmental concern and research pertaining to consumer involvement. The nature, outcomes, and sources for environmental concern are discussed along with marketing and public policy implications.

One of the most dominant models for explaining organisational growth is that of organisational lifecycles. Drawing parallels with biology, life cycle theorists argue firms are born, grow, mature and decline. Despite a proliferation of models of organisational lifecycle, there is little empirical support for their general validity. The present study builds a four-stage model of organisational life cycle based on case study research in the New Zealand wine industry. Far from being driven by internal pressures, these cycles seem to be related to the demands of the global wine market, as well as the strategy chosen by each firm.

This paper discusses an exploratory investigation into vision and mission, the starting points of the classical strategic planning process (Ginter, Rucks and Duncan 1985). Constructs measuring vision and mission are identified, as well as three other items that are frequently cited in the literature as being critical for effective formulation and implementation of vision and mission statements (latent abilities, market focus and competitor focus). It is argued that clearer definitions of these constructs and others discussed in strategic literature are a necessary step to allow empirical investigation into the interactions inherent in the strategic process.

Sensemaking is recognised as one of the key contemporary approaches to organisation studies. It not only responds to current debates in the field, but also appears to offer a way out of the unproductive and misguided paradigm wars of recent times. The sensemaking literature, however, addresses power implicitly. Sensemaking and the power-knowledge nexus is discussed, giving rise to an argument that suggests the sense people make in organizations may not be entirely their own. Rather, the sense people make may be largely constituted for them in the sense criteria (historical antecedents - constituted knowledge and codes of order) and the political context of the setting in and of, which they are making sense. Implications for managers and future research in regard to how people come to make the sense that they do are contemplated.

Changes such as a ‘user pays’ philosophy in tertiary education and the student loan scheme have placed pressure on New Zealand academics and students alike. Teachers of adults may need to adjust to the ‘new breed’ of student and the faster paced semesterised education system. It is proposed that focussing on the learner and creating a learning environment that encourages students to assume responsibility for their own learning is more important in the new educational environment.

The present paper conceptualises take-home tests as being analogous to an educational fast food - a familiar, made-to-order commodity - that curiously appears to be missing from the educational smorgasbord outside the United States of America. Results of a pilot study using take-home tests in a first year management class at the University of Otago suggested they fit the proposed new mood of education. Students in the self-selected experimental group (n=35) achieved a higher course grade than those in the control group (n=35). The students recommended that take-home tests be used more frequently and they saw them as having ‘learning’ and ‘anxiety reducing’ benefits.

The limited research conducted on Human Resource Management (HRM) in small and medium enterprises (SMEs) suggests that acquiring, developing, compensating and retaining employees is a major problem. A Queensland-wide study of Human Resource Management Practices in SMEs (with a sample of 431) found a surprisingly high take-up of human resource management practices. The present paper discusses this study, presents the results obtained and reflects on its implications for human resource management in SMEs.