Purpose – This paper seeks to explore the reasons why many organisations do not evaluate the effectiveness of their reward policies and practices, examines the approaches used by those organizations which do evaluate, and develops a model of evidence‐based reward management which describes...

1. Marketing is broken -- 2. What's wrong with traditional marketing today? -- 3. How buyers buy -- 4. Decision-maker ecosystems -- 5. How influence works -- 6. Who are your influencers? -- 7. Identifying and ranking influencers -- 8. Who should evaluate the influencers in your market? -- 9....

Discusses the organizational culture of Vodaphone in the mid‐1990s and the company’s attempts to bring about organizational change. In an attempt to change the culture from one of “command and control” to one of “coaching and collaboration”, a coaching programme was designed. This...

Features six lessons for firms seeking to introduce team rewards. Includes real‐life examples to illustrate these points and reports some relevant research findings. Concludes by condensing the lessons into three standards which are to be strategic, flexible and open.

The article argues that many of the practices associated with the concept of human resource management were flourishing under different names before the notion of HRM emerged in the mid‐1980s. There have been many developments in these practices but they have been evolutionary. They have not...