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Policy makers are applying market-inspired competition and financial incentives to drive efficiency in healthcare. However, a lack of knowledge exists about the process whereby incentives are filtered through organizations to influence staff motivation, and the key role of managers is often overlooked. The purpose of this paper is to explore the strategies managers use as intermediaries between financial incentives and the individual motivation of staff. The authors use empirical data from a local case in Swedish specialized care.

The authors conducted an exploratory qualitative case study of a patient-choice reform, including financial incentives, in specialized orthopedics in Sweden. In total, 17 interviews were conducted with professionals in managerial positions, representing six healthcare providers. A hypo-deductive, thematic approach was used to analyze the data.

The results show that managers applied alignment strategies to make the incentive model motivating for staff. The managers’ strategies are characterized by attempts to align external rewards with professional values based on their contextual and practical knowledge. Managers occasionally overruled the financial logic of the model to safeguard patient needs and expressed an interest in having a closer dialogue with policy makers about improvements.

Externally imposed incentives do not automatically motivate healthcare staff. Managers in healthcare play key roles as intermediaries by aligning external rewards with professional values. Managers’ multiple perspectives on healthcare practices and professional culture can also be utilized to improve policy and as a source of knowledge in partnership with policy makers.

When practicing innovation, attracting different intellectual capabilities (ICAs) is extremely important. The reasoning is that innovation necessitates different ICA that can think differently together. Continuous pressure on finding, attracting and applying “the right intellectual capability” related to the task is interesting. This article aims to examine how to attract and apply ICA to innovate network‐level business models in three case studies.

The approach is action based qualitative research where three cases construct the empirical background of a cross‐disciplinary approach.

In order to attract different ICA the innovation leader needs to have an “outside in” approach as opposed to an “inside out”. The findings show that there is a potential to develop a unique intellectual capital – difficult to copy and compete – when companies understand the innovation projects value proposition, and align it to the value proposition of the ICA needed in each specific case.

The ability to understand and integrate other partner's value proposition is significant for the attractiveness of an innovation project and vital for attracting ICA, and can greatly improve the results.

It is extremely complicated to identify the different values of ICA. Furthermore their values are dynamic according to the relationships built during the innovation process. This calls for new methods to encompass values of innovation projects, ICAs and new tools for innovation leaders to apply.

The aim of this article is to give an overview of the development and current state of projectification research. The inquiry was driven by a threefold research question: How has projectification been understood and defined over time, what has the trajectory of the development been and what are the main trends and emerging ideas?

The article is an integrative literature review of research done on the notion of projectification to date. An interdisciplinary, integrative literature review was conducted using Scopus and Web of Science as primary sources of data collection. The full data set consists of 123 journal articles, books, book chapters and conference contributions. With the data set complete, a thematic analysis was conducted.

Among other things, the review outlines the development and scope of projectification research from 1995 until 2021 and discusses four emerging images of projectification: projectification as a managerial approach, projectification as a societal trend, projectification as a human state and projectification as a philosophical issue. These characteristics emphasize some common features of each of the images but also imply that the way projectification is understood changes depending on the paradigmatic perspective taken by the researcher, the time and place in which the observation was made and the level of observation.

The authors have outlined and discussed four images of projectification – projectification as a managerial approach, projectification as a societal trend, projectification as a human state and projectification as a philosophical issue – where each image represents a special take on projectification with some prevalent characteristics. By doing this, the authors provide a systematic categorization of research to date and thus a basis upon which other researchers can build when furthering the understanding of projectification at large.

Those of us in our mid‐thirties can just barely remember the tourist homes, guesthouses, small hotels, and “mom and pop” tourist cabins which once dotted the two‐lane highways of this country, roads like Route 66 which spanned the country east to west and U.S. I which ran from Maine to Florida. However, aided by the developing interstate highway system, Holiday Inn, Best Western, and several other major chains spread themselves all over the landscape in the 1960s and 1970s and won a large part of the growing leisure and business travel dollar. Indeed, Holiday Inn's ubiquitous qualities were so thoroughly standardized that the company adopted the slogan, “The best surprise is no surprise.” The trouble is some people like to be surprised, especially if the surprise is a pleasant one. Until a few years ago, the traveler looking for a more interesting or cheaper accommodation than a typical chain motel had few guidebooks to choose from. Country Inns and Back Roads and Farm, Ranch and Country Vacations were about all that were available. Since the late 1970s, however, a steady stream of alternative accommodation books has appeared, and now any library faced with choosing guidebooks for the reference collection finds a bewildering number of them. In this review I will examine and evaluate what is available to guide the traveler to alternative accommodations in the United States and Canada. I'll look at bed and breakfast guides, guides to country inns, farm vacations, and college campus accommodations, but not camping guides.

The film approach to history in this paper I want to consider the film as source material for history in the sense that palimpsest and parchment, hieroglyph and rune, clay tablet and manorial roll are source materials—fragments, sometimes fragments of fragments, often defaced by time, and applied to purposes of historical reconstruction rarely contemplated by the original authors. For the most part I shall not be particularly concerned with the various philosophies of history—whether it is the job of the historian to lay material dispassionately before the student so that he can make up his own mind about what happened in the past, or to digest source material in order to arrive at the truth—that is, what the historian may hope is the whole incontrovertible real truth, or to digest source material, as Macaulay and Carlyle digested it, in order to justify something in contemporary life or thought. All that need be said here for the moment is that films can be used, as other historical source material can be used, for various and different historical purposes.

The purpose of this paper is to explore the different segments of consumers in the Islamic financial services industry (IFSI) and their relationship with product/brand positioning for Islamic financial services (IFS).

In‐depth interviews were conducted with individuals in managerial positions among the key market players in the IFSI to explore the segmentation of consumers and their buying motives.

Four segments of IFS consumers emerged, namely, Religious conviction group; Religious conviction and economic rationality group; Ethical observant group; and Economic rationality group. These segmentation groups were appropriately categorized through a psychographic (value)‐based approach.

The empirical findings of this study pave the way for embarking on promising and relevant future research, which is needed to substantiate and enrich the academic understanding and managerial practice of linking market segmentation and brand positioning for IFS in the global market. Future research should focus on analysing these issues from the perspective of consumers of IFS to identify the purchase trend.

The study provides empirical evidence of the bases or initial dimensions of consumer segmentation for IFS. The findings are useful in guiding the management of institutions offering IFS in making decisions relating to the marketing communication and promotion strategy as well as product and brand positioning strategy.

For both academia and the IFSI, this study provides useful knowledge in strategically using market segmentation to position IFS in the global market.

The aim of the paper is to make explicit how qualitative research can enable senior marketers to formulate an internationally focused synthesised marketing strategy. A number of marketing research issues are highlighted including the need to track customer expectations; identify what customer value represents; and explain how scenario analysis and planning can be embraced in order to produce marketing initiatives that facilitate company‐customer interaction.

This paper is based on a review of the literature and can be considered a critical appraisal and appreciation. The internationally focused synthesised marketing strategy represents an extension of the marketing body of knowledge.

A number of trends have been identified in the business environment that will refocus the attention of senior marketers in the years ahead. It is envisaged that marketing researchers will work more closely with marketing intelligence officers and marketing strategists in order to actively harness the benefits associated with the internet; engage more fully in regional, national and international research projects; and provide assistance to those responsible for developing and deploying customer relationship management models and concepts.

Practising marketers and marketing academics need to undertake joint qualitative research projects in order to establish how electronic business is transforming buyer‐supplier relations through time. Qualitative research can be undertaken in order to identify customer expectations and these can be matched with the level of customer service provided. Qualitative research can also be undertaken to establish how concerns regarding an individual's privacy can be maintained when purchasing online.

Marketing practitioners need to adopt a pro‐active approach to qualitative research and engage in more future oriented research. This may require an investment in raising the skill base of marketing researchers and the development of new organizational structures.

This paper will be of interest to marketing academics, marketing researchers and senior marketing managers, as it links the marketing research process with marketing intelligence and decision‐making. Several aspects of the marketing body of knowledge have been extended and a link established with aspects of general management.