Wage inequality has increased across most developed nations; this has been manifested in a wide range of organisations and sectors, with implications for well‐being and sustainability; within UK universities, this has become increasingly visible. There is increasing pressure on universities to deliver social and economic impact in an increasingly market‐driven and metric‐driven environment. In the UK context, increasing financial pressure has led to both an escalation of student fees and constrained wage growth for faculty. In contrast, most Vice Chancellors have secured substantive pay packages raising concerns that regulatory failures may be contributing to the rise. We show that Vice Chancellors use their internal power within organisations to extract a disproportionate amount of the value created by the institution. However, we encountered much diversity according to the quality of governance, highlighting the extent to which not only contextual but also internal dynamics drive wage inequality.

The role of acquisitions has been widely discussed in management literature. There is considerable evidence that many acquisitions fail, often because of post-acquisition problems. More recently business historians have examined their role in the restructuring of the British, American and other economies after World War Two. Yet the historical and management literatures have been poorly integrated. This article seeks to address some of the issues raised in the management literature by contributing a longitudinal case study of the use of acquisitions by Unilever to build the world's largest ice cream and tea businesses. The study supports recent resource-based theory which argues that complementary rather than related acquisitions add value. It identifies the importance of local knowledge as a key complementary asset. It also identifies reasons why Unilever was able to integrate acquisitions quite successfully, including clear strategic intent and the fact that employee resistance was reduced because most acquisitions were agreed. Finally Unilever could take a long-term view because of its size, and relative unconcern for shareholder interests before the 1980s.Acquisitions, Diversification, Consumer Products, Ice Cream, Tea, Global Business,

This article examines how the marketing and advertising of toothpaste brands evolved in the twentieth century, particularly from the 1950s to the 1980s. During these decades, the promotional strategies employed by leading toothpaste manufacturers were at odds with general developments in consumer product marketing. As branding strategies were being revolutionized by the discovery of a “Pepsi Generation,” the toothpaste market was itself being transformed by a technical innovation that was to have far-reaching consequences for the marketing of leading brands.

European integration and corporate restructuring: the strategy of Unilever, c.1957‐c.1990. While much has been written about the politics of European integration, discussion about the role of business in this process has been largely confined to lobbying activities. This article focuses on the business reaction to European integration. It highlights the constraints facing one of Europe's largest firms in building a regional detergents business. These included divergences in market demand and political obstacles to rationalization, but more serious was a corporate culture based around local decision making and consensus. The study demonstrates that a full understanding of the European integration process must incorporate a firm‐level analysis of how Europe‐wide businesses were built after 1957.

Reflections on the integration of history and organization studiesOne of the perks of being a journal editor are the occasional invitations to travel to interesting locations to meet with informed and insightful colleagues to discuss current trends in our academic discipline. One such event, recently hosted by Copenhagen Business School, provided an opportunity for scholars from a range of disciplinary (and national) backgrounds to share their perspectives on the way in which history is being integrated with other business school disciplinesmost notably organization studies. This is clearly a topic of particular interest for our journal, positioned as it is at the intersection on management history and organizational theory. Contributors to Management and Organizational History (MOH) have, of course, helped to lead the way in promoting a 'historical turn' in organization studies (Clark and Rowlinson 2004;Booth and Rowlinson 2006;Mills et al. 2016), and the last decade has witnessed an increasingly productive dialogue between researchers working in these two disciplinary areas. This is reflected in the publication of historically themed special issues of mainstream management (