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Notes
1. Rich Ling, The Mobile Connection: The Cell Phone’s Impact on Society, Elsevier/Morgan Kaufmann, Amsterdam, 2004.
1. E. C. Walterscheid, ‘The early evolution of the United States Patent Law: Antecedents (Part 4)’, Journal of the Patent and Trademark Office Society, 78, 2, 1996, pp. 77–107 at p. 99.
2. F. Machlup and E. Penrose, ‘The patent controversy in the nineteenth century’, The Journal of Economic History, X, 1, 1950, pp. 1–29 at p. 16.
1. The proposition that marketing is the paramount business function is not new as claims for the primacy of marketing stretch back over 35 years. For example, see Philip Kotler, ‘A generic concept of marketing’, Journal of Marketing, 36, 1972, pp. 46–54; Philip Kotler and Sidney J. Levy, ‘Broadening the concept of marketing’, Journal of Marketing, 33, 1972, pp. 10–5.
2. John A. Quelch and Katherine E. Jocz, ‘Marketing, much like democracy, is good for you (yes, really)’, Advertising Age, 79, 2008.
3. John O’Shaughnessy and Nicholas Jackson O’Shaughnessy, ‘Marketing, the consumer and hedonism’, European Journal of Marketing, 36, 2002, pp. 524–47.
4. James A. Fitchett, ‘Consumers as stakeholders: prospects for democracy in marketing theory’, Business Ethics: A European Review, 14, 2005, pp. 14–27.
5. For further erudition, see Phillip Kotler et al., Marketing 7, Pearson Education, Frenchs Forest, 2007, p. 389.
6. Si Kahn and Elizabeth Minnich, The Fox in the Henhouse: How Privatization Threatens Democracy, Berret‐Koehler, San Francisco, 2005.
7. Naomi Klein, The Shock Doctrine, Penguin Books, London, 2007.
8. Ziauddin Sardar and Merryl Wyn Davies, Why Do People Hate America?, Icon Books, Cambridge, 2002.
9. Alan Ryan, ‘Political philosophy’, in A. C. Grayling (ed.), Philosophy 2, Oxford University Press, Oxford, 1998.
1. For example, the work of popular historians such as Niall Ferguson, Empire: How Britain Made the Modern World, Penguin, London, 2004.
1. Ralph D. Stacey, Strategic Management and Organisational Dynamics: The Challenge of Complexity, Prentice‐Hall, London, 2007.
2. Clint Witchalls, ‘Review of Complexity, Management and The Dynamics of Change’, The Spectator, 6 May 2008, available at: http://www.spectator.co.uk/the‐magazine/books/655241/can‐science‐save‐the‐day.thtml.
3. Peter Senge, The Fifth Discipline: The Art and Practice of The Learning Organisation, Doubleday, New York, 1990.
4. Arie de Geus, ‘Planning as learning’, Harvard Business Review, March/April 1988, pp. 70–4.
5. James Gleick, Chaos: Making a New Science, Sphere, London, 1987.
6. J. B. Quinn, Strategic Change: Logical Incrementalism, Richard D. Irwin, Homewood, IL, 1978.
7. Senge, op. cit.
8. H. Mintzberg and J. A. Waters, ‘Of strategies, deliberate and emergent’, Strategic Management Journal, 6, 1985, pp. 257–72.
9. R. Whittington, ‘The work of strategizing and organizing for practice perspective’, Strategic Organization, 1, 2002, pp. 119–27.
10. P. Jarzabkowski, ‘Strategic practices: an activity theory perspective on continuity and change’, Journal of Management Studies, 40, 2003, pp. 23–55.
11. S. Maitlis and B. Lawrence, ‘Orchestral manoevres in the dark: understanding failure in organizational strategizing’, Journal of Management Studies, 40, 2003, pp. 109–39.
12. D. Samra‐Fredericks, ‘Strategizing as lived experience and strategists’ everyday efforts to shape strategic direction’, Journal of Management Studies, 40, 2003, pp. 141–74; G. Johnson, L. Melin and R. Whittington (eds), Journal of Management Studies, 40, 2003. The contributors to this special edition offer an overview of the new activity perspective in strategy process research.