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The purpose of this paper is to consider the current status of strategic group theory in the light of developments over the last three decades. and then to discuss the continuing value of the concept, both to strategic management research and practising managers.

Critical review of the idea of strategic groups together with a practical strategic mapping illustration.

Strategic group theory still provides a useful approach for management research, which allows a detailed appraisal and comparison of company strategies within an industry.

Strategic group research would undoubtedly benefit from more directly comparable, industry‐specific studies, with a more careful focus on variable selection and the statistical methods used for validation. Future studies should aim to build sets of industry specific variables that describe strategic choice within that industry. The statistical methods used to identify strategic groupings need to be robust to ensure that strategic groups are not solely an artefact of method.

The paper looks specifically at an application of strategic group theory in the UK pharmaceutical industry. The practical benefits of strategic groups as a classification system and of strategic mapping as a strategy development and analysis tool are discussed.

The review of strategic group theory alongside alternative taxonomies and application of the concept to the UK pharmaceutical industry.

The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of competitive strategy on company performance in general, and the influence of cost leadership and differentiation strategy on organizational performance in detail.

The research methodology was based on the PRISMA review, and thematic analysis based on an iterative process of open coding was analyzed and then the sample was analyzed by illustrating the research title, objectives, method, data analysis, sample size, variables and country.

The main factor that influenced the competitive strategy is strategic growth; strategic growth has a significant influence on competitive strategy. Furthermore, competitive strategy will boost firm network, performance measurement and organization behavior. In the same way, the internal goal factor will enhance organizational effectiveness. Also, a differentiation strategy will support management practice factors, strategic positions, product price, product characteristics and company performance.

This study contributes to the literature by identifying a framework of competitive strategy factors, company performance factors, cost leadership strategy factors, differentiation strategy factors and competitive strategy with global market factors. This study provides a complete picture and description of the resulting body knowledge in competitive strategy and organizational performance.

The COVID-19 pandemic has had a significant impact on higher education (HE) across the globe, including in Bangladesh. The Bangladeshi HE system is going through an abrupt transition and transformation to cope with the crisis. This chapter is based on data collected from teachers and students of Bangladeshi public and private HE institutions regarding teaching and learning during the COVID-19 lockdown. In Bangladesh, some universities switched to online distance teaching and learning quickly during this period, and others lagged behind in this regard. Teachers and students from both groups of public and private universities participated in the study, including those who attended online teaching and learning activities and those who did not participate. This chapter highlights both teachers’ and students’ perspectives regarding students’ future preparedness for participating fully in the changing landscape of HE, especially technology-enhanced teaching and learning. Understanding these perspectives of teachers and students is important to address the digital divide and social justice issues in the policy and practice. Within the HE sector in Bangladesh, it is especially vital while transforming its education system and adapting emerging technologies to address the challenges of education in future emergencies.

This paper aims to uncover how social media is used, managed, and perceived by sports and entertainment venue (SEV) managers. While there is considerable evidence that social media has been used effectively by Fortune 500 companies, it is not known how social media is administered and perceived among managers of arenas, stadiums, performing art centers, and convention centers.

This paper used survey methodology to capture the perceptions of 383 venue management professionals, all members of the International Association of Venue Managers (IAVM).

Most venue managers feel their social media efforts are proficient or at the expert level and most have a defined social media strategy. Others feel much less confident about their social media efforts and have no defined social media strategy. At a statistically significant level, those with a defined social media strategy report increased revenue, while those without a defined social media strategy do not. Venue managers forecast a significant increase in non‐traditional marketing strategies while using traditional marketing efforts over the next three years far less.

While the 383 responders are IAVM active members who are in venue management, they reasonably represent SEV managers in general and these survey results can be generalized to SEV managers with an overall conservative margin of error of ±5.0 percent at the 95 percent confidence level. The survey was conducted online by e‐mail invitation. While using the online media to deliver a survey related to the proliferation of various online activities was, at one time, questionable and, potentially, a source of responder bias, the current level of saturation of e‐mail use by and comfort with online activity of professionals mitigates these likely sources of responder bias and is not a source of additional concern with this study.

The paper concludes with a discussion of the results and a recommendation that venue managers define a social media strategy that includes hiring or reassigning staff to support this important area of social media marketing.

This paper is unique in that examines social media use in the unique context of SEVs.

Current motivation theory and research face serious theoretical, methodological, and practical challenges. One central challenge is the fact that research has focused mainly on motivation for traditional achievement tasks such as graded assignments and normative educational trajectories. Arguably, current motivation theory and research may be inadequate to characterize adaptive motivation in the uncertain, changing, and unpredictable environments of the twenty-first century. How might motivation researchers conceptualize students’ motivation in such dynamic and complex contexts? How can motivational research inform educators, administrators, and policymakers in designing curricula, pedagogy, and evaluation and accountability systems to prepare students for such a world? In the current chapter, we address these challenges with a perspective on motivation as a complex dynamic system (CDS) that is based in the person’s identity. We begin with a brief review of the challenges to the current prevalent approach to motivation research, highlighting the need for a new paradigm. We then review assumptions of the CDSs approach that render it useful for understanding motivation in continuously changing and unpredictable environments. We then present a CDS conceptual model of identity and motivation that incorporates constructs and processes from a variety of identity and motivational theories – the Dynamic Systems Model of Role Identity (DSMRI). We follow with a conceptualization of the characteristics of the identity-motivation system most adaptive for growth in changing and unpredictable environments. We end by considering the implications of this perspective for motivational theory and research and for educational practice and policy.

Australia has made impressive efforts over the past two decades in the internationalisation of higher education. Particularly impressive has been the expansion of fee-paying international students. Australia today is the third largest exporter of higher education services internationally, with international students comprising well over 20% of total student enrolments in Australian universities. Expansion of international student enrolments has had major impacts on Australian universities and Australia. On balance, the effects have been strongly positive, producing substantial financial benefits and export income, attracting large number of well-qualified undergraduate and postgraduate students, and leading to a more international orientation for Australia's universities.