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This chapter focuses on the importance of emotions, as a notable part of corporate branding in a business-to-business (B2B) context. Since the issue of emotions has often been neglected in B2B branding research, the chapter focuses on ascertaining what kind of emotional differences exist in B2B, compared to B2C context. It also explores how rational versus emotional impressions affect decision-making processes in business environment, and whether the B2B sector can turn emotions into an advantage in corporate branding. The qualitative case study is conducted, focusing on the Suomen Henkilöstötalo Company. The case offers interesting findings and managerial contributions by highlighting both emotional decision making and the importance of business relationships for strengthening the position of the company in its business market.

The purpose of this paper is to describe a national foodborne emergency functional exercise conducted in 2013 by the Norwegian Food Safety Authority (NFSA), and focusses on how elements of the exercise: organization, scenario and evaluation contributed to learning effect to the organization.

In total, 364 NFSA employees representing all offices and organization levels and representatives from cooperating governmental and business organizations participated. Scenario encompassed a salmonellosis outbreak traced to nationally distributed cured salmon seasoned with non-irradiated imported dill contaminated with Salmonella. Crisis communication was included. Exercise evaluation included questionnaires to participants, monitors reports and interviews with NFSA key personnel. Results were evaluated qualitatively and quantitatively.

Participants and monitors judged the scenario as realistic and relevant and considered the exercise to have provided good learning to the NFSA. Some insufficiencies of log system, certain lacks of compliance with emergency procedures and some inconsistencies in crisis communication were reported. Following a broad evaluation process, the NFSA has carried out comprehensive revisions of contingency plans and procedures, conveyed the exercise learnings into an ongoing planning for reorganization, and has identified goals and methods for contingency training.

Scenario, organization, methods for evaluation and assessments of learning effect may be applicable for similar organizations.

This was the largest foodborne outbreak exercise ever conducted in Norway and among the few ones ever reported in scientific journals.

The purpose of this paper is to consider how multiple logic systems employed by project managers lead to manifold understandings of two foundational project management constructs (“project” and “planning”) that in turn influence both the practice of project management and project outcomes.

Largely conceptual in nature, this paper focuses on the language project managers use to make sense of projects and plans, seeking to get beyond the surface recitation of discourse to the underlying logic systems that influence practice. The discussion is illustrated with stories of practice, collected through interpretive phenomenological interviews with project managers perceived by their peers to demonstrate special skill or knowledge in successfully delivering projects, and reference to project management doctrine embedded in professional standards.

Expert project managers use multiple thinking styles to adapt their practice to emergent project issues. While instrumental rationality helps project managers focus on how to do things, other rationalities, particularly those labeled non‐rational, help them to decide what to do and why to do it. Expert judgment and practice supported by intuitive, holistic, and relational thinking allows project managers to navigate a sophisticated journey from ambiguity to accomplishment.

This paper illustrates how practice research can deconstruct interpretive phenomenological interviews to get beyond identifying the “what”, or empirical evidence, of practice to explore unique individual habitus that inform each individual's practice. Understanding the actions of expert project managers navigating between prescribed project management doctrine and their own praxis opens a space for us to rethink how we research, teach, and talk about project management.

This paper provides insight into the value and implications of practice‐based research by illustrating: how research grounded in practice identifies and raises more complex questions than professional doctrine currently reflects; and how simplifications utilizing duality as a means of theorizing (i.e. “hard” versus “soft”, rational versus non‐rational, etc.) is neither useful nor reflected in expert practice.

The purpose of this editorial is to reflect on the growing interest of situated project research.

The editorial is conceptual and relies on published work and the articles included in the special issue.

With this special issue it is found that practice‐based studies, also called Projects‐as‐Practice studies, interested in the everyday activities of project practitioners, are multi‐faceted and rich. What may also be seen is that practice‐based studies are not yet a coherent area. However, it is more important that practice‐based studies allow researchers to understand the organization less as an entity and more as a socially‐accomplished task.

Several implications for research are offered, including the need for studies that emphasize the small details of organizing, and that practice‐based studies are not restricted to a certain methodology but depend on what a particular paper tries to accomplish.

With an ever‐growing stream of research focusing on projects the guest editors argue that it is about time to look into the details of organizing. This could be accomplished through a number of ways but in this special issue it is proposed that approaching traditional areas with a conscious naivety when asking the questions may do it. For the practitioner, the special issue offers important insights into how things are done in practice, which may be used as a mirror or reflection upon their own practice.

This editorial and special issue offer insights for any academic interested in understanding projects differently.

The purpose of this paper is to elucidate the role that visual measures of attention to product and information and price display signage have on purchase intention. The authors assessed the effect of visual attention to the product, information or price sign on purchase intention, as measured by likelihood to buy.

The authors used eye-tracking technology to collect data from Australian and US garden centre customers, who viewed eight plant displays in which the signs had been altered to show either price or supplemental information (16 images total). The authors compared the role of visual attention to price and information sign, and the role of visual attention to the product when either sign was present on likelihood to buy.

Overall, providing product information on a sign without price elicited higher likelihood to buy than providing a sign with price. The authors found a positive relationship between visual attention to price on the display sign and likelihood to buy, but an inverse relationship between visual attention to information and likelihood to buy.

An understanding of the attention-capturing power of merchandise display elements, especially signs, has practical significance. The findings will assist retailers in creating more effective and efficient display signage content, for example, featuring the product information more prominently than the price. The study was conducted on a minimally packaged product, live plants, which may reduce the ability to generalize findings to other product types.

The findings will assist retailers in creating more effective and efficient display signage content. The study used only one product category (plants) which may reduce the ability to generalize findings to other product types.

The study is one of the first to use eye-tracking in a macro-level, holistic investigation of the attention-capturing value of display signage information and its relationship to likelihood to buy. Researchers, for the first time, now have the ability to empirically test the degree to which attention and decision-making are linked.