Purpose -The purpose of this paper is to provide a comprehensive definition of green management. In the quest to systematically develop an inclusive definition, it seeks to take an exploratory approach to investigate the existing literature on green management from three different perspectives: first, tracing the history of how this concept emerged over time; second, considering the practices in which green organizations actually engage, focusing specifically on one company that has been recognized and honored for its extraordinary efforts toward sustainability; and third, reviewing the current developments in critical theory related to environmental issues and business. Design/methodology/approach -This exploratory review of the literature uses a tripartite approach to forge a sound definition and conceptualization of the term green management. Exploration of green management from the three angles mentioned revealed some commonalities and consistencies in the terminology and concepts. Factors common to the three perspectives were included in the proposed definition of green management. Findings -The ultimate product of the review is a comprehensive definition of green management. The identification of several commonalities using a tripartite approach lends support to the proposed definition and indicates to both researchers and practitioners that certain factors should not be ignored when attempting to study or practice green management. Originality/value -To the authors' knowledge, green management has never been collectively reviewed from these three perspectives and the systematic approach resulted in a comprehensive definition that can help coordinate future research efforts around a common conceptualization.

Purpose -Although communal forms of leadership are being called for to provide contemporary organizations with more responsive leadership platforms, the paper can find no compelling description as to how such leadership might develop in a world of hierarchy. The purpose of this paper is to fill this void. Design/methodology/approach -Attempting to comprehend the sharing of leadership will require contemplation of unconventional approaches in opposition to the dominant logic associated with conventional organizational leadership. One current example of such unorthodox deliberation is the emerging awareness of the Grateful Dead's influence on business management and leadership. Accordingly, the paper examined and interpreted the experiences and expressed beliefs of Jerry Garcia of the Grateful Dead to offer a conceptualization of how shared leadership could emerge in traditional organizational settings. Findings -The analysis indicates that Jerry Garcia exhibited aspects of transformational leadership, servant leadership, and authentic leadership that allowed him to influence the environment needed for the emergence of shared leadership. Research limitations/implications -As a single case study, the primary limitation is one of generalizability. The paper accepts the trade-off, however, due to the significant conceptual insights available with a case methodology. Practical implications -Without greater understanding of how shared leadership might unfold practitioners will assume the construct of shared leadership is laudable but naïve. The paper must begin developing plausible conceptualizations if the notion of sharing leadership is to be taken more seriously in organizations. Originality/value -The paper offers a counterintuitive, counterculture conceptualization of how shared leadership could emerge and flourish in traditional hierarchical settings. Keywords Hierarchy, Jerry Garcia, Shared leadership Paper type Conceptual paper This report shows how we really work. We do business the way artists do business. The reason there is a Grateful Dead Productions is because the State of California requires that we identify ourselves as a business. [y] Grateful Dead Productions, Inc. is a legal fiction, not a working reality. It doesn't represent our real work. Just because we have an office doesn't mean we have to feel we have to be office workers, nor identify ourselves as a Corporation because we have a corporation.The reason for the attempt to describe ourselves is to free all the people in our organization from having to feel defined by what is actually an externally dictated fiction of convenience.[y] ( Jerry Garcia).

He was a father to us all. He reared us . . . and he guided us with a kind and gentle spirit.

2001),"Fayol's 14 principles of management then and now:a framework for managing today's organizations effectively", Management Decision, Vol. 39 Iss 10 pp. 880-889 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The aim of this paper is to examine the development of the social responsibility (SR) of business concept and related management philosophies through the history-of-management-thought perspective. Design/methodology/approach -The history-of-management-thought approach to social responsibility (SR) is grounded in the paradigm of continuing progress exemplified by the contributions of great management thinkers (e.g. Fayol, Taylor, Follett, Barnard). A historical evolution of the SR concept is provided, together with tracing the development of stakeholder theory in its attempt to depict the relationship between stakeholder management and SR. Findings -Three management philosophies (recognition of the external environment, a need for collaboration, and a need for a shared understanding) emerge from both classical and modern management thinkers. Recent conceptualizations have added depth by clarifying the meaning of social responsibility and in addition, detailing the nature of firm-stakeholder relationships. Despite voluminous literature, achieving collaborative integration between firms and stakeholders in practice appears elusive. Practical implications -These management philosophies can help organizations navigate the intertwined relationship between business and society. Business leaders need to consider the vital role of trust in building more collaborative relationships. Originality/value -The unique contribution of this paper is to provide the first history-of-management-thought perspective on the social responsibility of business by tracing changes in the conceptualization of this concept, including the related stakeholder paradigm, to their roots in the works of renowned management thinkers.

Purpose Definitions of entrepreneurial marketing (EM) abound. Unfortunately, a consensus definition and a unified description of the construct still eludes scholars in the field, as multiple frameworks of EM have been proposed without agreement on which is the most valid and what variables are critical to an EM framework. The purpose of this paper is to provide a more comprehensive definition and framework of EM. Design/methodology/approach Following a review of the extant literature pertaining to EM, as well as a brief review of the relevant literature regarding entrepreneurship in general, the authors identified a set of variables common and critical to this marketing approach. The authors then examined the historical case of Lillian McMurry, the founder of Trumpet Records, to provide a historical example of EM. Utilizing an abductive approach, the authors repeatedly analyzed the case alongside the salient literature. Findings Through a methodology of systematic combining, the authors were able to advance a more comprehensive framework and definition of EM. Research limitations/implications The primary limitation of most single case studies is the issue of generalizability. However, the authors accept the trade-off between limited generalizability and the conceptual understanding that this historical case provided. Originality/value The proposal of a comprehensive definition and process framework of the relatively nascent construct of EM, supported by a historical case example, provides a solid base upon which future research can investigate the nuances of the variables critical to this emerging marketing approach.