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The paper aims to investigate the emergence the Hong Kong Building Environmental Assessment Methods (HK BEAM) certification scheme and starts to explore the impact of BEAMs on the building industry and the potential emergence and stabilisation of a green building field.

The research presented draws upon content analysis of all 19 versions of the HK BEAM scheme(s) as well as 94 policy reports. This is complemented by an investigation and collation of the participating companies in 100 HK BEAM certified projects. The theoretical framework of Strategic Action Fields is applied to explore the emergence of a potential green building field.

The findings are tentative, but they point out that a green building field is yet to emerge in Hong Kong.

The research is still ongoing and parts of the analysis are yet to be finalised. Therefore, only tentative conclusions are drawn.

From a practical perspective, the findings point towards a correlation between the memberships in the working committees charged with deciding on the content of the BEAMs and their content.

So far, very little is known about how exactly BEAMs have come into being. Furthermore, their impact on working practices outside of “certified” projects has received little research attention. This research project is an attempt to rectify this.

Digital technologies have fundamentally changed organizations, industries, and even the society. Although institutional theory provides rich array of perspectives to both the content and dynamics of such changes, research at the intersection of institutional scholarship and digitalization has remained scarce. In this essay, I draw on the institutional logics perspective to elaborate digitalization as involving a new set of interconnected managerial beliefs and norms, organizational practices, and diverse material and social structures that together complement and challenge the established logics in organizations and institutional fields. I draw attention to two central organizing principles in the logic of digitalization: the pursuit of digital omniscience – the efforts to represent and conceive the world through digital data – and digital omnipotence – the efforts to bring activities inside and outside organizations under the control of information systems. I conclude the essay by elaborating how the institutional logics perspective can help understand organization-level efforts to leverage digitalization by incumbent corporations and new digital-native companies.

This chapter explores the concept of authenticity in the context of today’s highly competitive hospitality industry. Drawing on the multi-sited ethnographic case study of Ziferblat, the world’s first pay-per-minute cafe franchise, the author examines how the imperative of authenticity is addressed by small international enterprises falling in between the categories of chain and independent. By tracing how Ziferblat’s original concept, shaped by the personal and socioeconomic background of its founder, was subsequently transformed by the local teams and adapted to different cultural-geographical contexts, this chapter adds new empirical evidence to the dynamic and pluralistic notion of multiple authenticities.