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The preparation of gluten-free bread is a challenge because the gluten in wheat is the main ingredient responsible for the retention of the gases which cause the bread to rise. This paper aims to develop breads without gluten and fat, and to evaluate the effect of the use of chia (Salvia hispanic L.) flour on the physical, nutritional and sensory properties of the breads that were developed.

Three formulations were developed with different proportions of chia flour (2.5, 5 and 7.5%), fat-free. Physiochemical, sensorial analyses were performed out in three repetitions (p-value = 0.05).

In the nutritional assessment, the results demonstrated that 7.5% chia showed higher levels of protein (15.1%), lipid (3.43%), total fiber (7.04%) and lower levels of carbohydrates (22.49%), with significant nutrient enrichment (p-value = 0.05). The specific volume and the elevation of the dough decreased with the addition of chia flour. In the sensorial analysis, the treatments with chia flour showed no significant difference regarding flavor and texture when compared to the standard. The addition of chia improved the nutritional and sensory properties (p-value = 0.05).

The chia flour improved the nutritional characteristics of the breads, in the reduction of carbohydrate content and the increase in the content of protein, minerals and fiber. It presented good acceptability and good nutritional characteristics, providing a healthy and differentiated variation in this segment.

Study on chia seeds is receiving increasing interest because of their nutritional and health-promoting properties that have been recognized by their high content of antioxidants, proteins, minerals and dietary fibers. Hence, the purpose of this study is to develop a value-added food product using chia seeds and to assess the nutritional properties, shelf life and consumer acceptability of the developed product.

Six different formulations of muffin mix were prepared by incorporating chia seeds with wheat flour in various ratios and evaluated for sensory characteristics. The nutritional components and shelf lives of the developed products were also evaluated. The developed product was stored for three months to assess the shelf life.

Results indicated that muffins made with chia seeds can be added up to 20% in wheat flour without affecting the sensory scores (p = 0.0014). Regarding nutritional evaluation, the results revealed that 20% incorporation of chia seeds significantly increased the total antioxidant activity (p = 0.001), increased the crude protein (p = 0.0001), fat (p = 0.0001) and crude fiber (p = 0.001) contents and lowered the carbohydrate (p = 0.0001) content when compared to the control sample. Muffin mix made with chia seeds had significantly higher mineral content (calcium, phosphorus, zinc and iron) than did the control. The developed product had a shelf-life stability of three months in terms of moisture content, peroxide value and total bacterial count and was well accepted by consumers.

Intrinsic characteristics of chia seeds can improve the quality of muffins and bring health benefits to the consumers.

The importance of nutraceuticals and functional foods has been a topic of interest in nutrition research for many years. This review aims to summarize the findings on the nutritive value and health benefits of chia, as well as its use as a food fortificant.

Published literature on the nutritive value and therapeutic properties of chia has been reviewed.

Chia, an ancient grain, belongs to the mint family (Lamiaceae) and was cultivated in Mexico and Guatemala by the Mayas and Aztecs of a pre-Columbian era. In addition to being gluten-free, chia seeds are concentrated source of omega-3 fatty acids (mainly α-linolenic acid), fiber (insoluble) and polyphenolic compounds (myricetin, quercetin, kaempferol, chlorogenic and caffeic acids), which were found to be comparatively higher than many other grains, cereals and oily seeds. Chia supplementation has potential to lower incidence of cardiovascular disease, obesity, hypertension, cancer, diabetes, pruritus and celiac disease. Because of its nutraceutical and physiochemical properties, chia has been widely used as a whole seed, flour, seed mucilage, gel and oil for developing various enriched food products, such as bread, pasta, cakes, cookies, chips, cheese, yoghurt, meat, fish and poultry.

With advancement in nutrition research, chia would have a great future perspective as feed, food and medicine. However, further research is needed to validate the potential therapeutic effect of chia supplementation on human health.

By adopting relational practice theory on a case study of a Finnish software company, a solution provider for the public healthcare sector, this study examines how the nexus of practices, and their socio-historical premises, enable and constrain intentional strategizing in an organization about to survive the ten-year Death Valley phase. The strategy literature adopting a practice lens has been focused on the rationality of human actions or implicated that all practices are shaped by the historical socio-cultural background of the organization. As a consequence, the practice-based strategy literature tends to overemphasize the rationality of human action or reduces human agency to an extent where the autonomy of actors becomes problematized. These practice-based strategy views circumscribe relational agency as inherent in practice theory treating human agents as acting within a nexus of practices but also consider them as being free to make choices. Findings suggest that even during intentional strategizing, managers are not fully autonomous in their choices as practices constrain possibilities and set boundaries for strategic activities. Prior commitments determine the possible strategic themes to pursue. Within the boundaries of these strategic themes, strategic activities emerge where the strategic activities are shaped by a nexus of practices within and around the organizational boundaries. Depending on the complexity of mutually dependent entertwined strategic activities, they can be perceived as being beyond management control, or considered strategically irrelevant, which influences the strategic direction in the face of uncertainty.

With features of both “family” and “business,” family businesses must seek a balance between the emotional aspect of “family” and the economic aspect of “business” in its organizational and decision-making processes to ensure the sustainability of the family’s entrepreneurship. This study aims to focus on how internal institutional complexity combined evolves alongside the growth of the family business.

The research looks, from the perspective of institutional logic, into the Charoen Pokphand Group, which is an epitome of overseas Chinese family businesses and proceeds to build a model of family business growth in the context of institutional complexity.

The research finds that as a family business grows, institutional complexity inside the organization would change from aligned period to sustaining period and then to dominant period. Then further elucidates the process of proactive response in different stages of the development of a family business. Attaching equal importance to the cultivation of entrepreneurship and to the continuation of family values and culture is the crucial mechanism by which Chinese family businesses seek a balance between family logic and business logic.

This paper unveils the change of institutional complexity in the evolution of family businesses and the process of action of its agency as an organization, and simultaneously partly reveals the features of entrepreneurship that overseas Chinese family businesses have as they grew, which is of positive significance for exploring and building a path of growth unique to Chinese family businesses.

The purpose of this paper is to contribute to the elucidation of key concepts in the new field of strategy‐as‐practice, in order to clarify the proper object of inquiry/unit of analysis. It does so by evaluating the degree of incorporation of Pierre Bourdieu's “theory of practice” in the literature. Bourdieu is one of the pioneers of the “practice turn” in sociology.

A summary and graphical framework of the key concepts of Bourdieu's “theory of practice” are developed. A small “theoretical sample” (in the sense used in “grounded theory” methodology) of representative authors and articles in the new field of strategy‐as‐practice is analyzed vis‐à‐vis the developed framework to probe and evaluate the degree of inclusion of Bourdieu's key concepts in the literature.

The incorporation of Bourdieu's key concepts is very limited and sometimes misinterpreted. His concept of “habitus” is generally cited, but its collective implications are not emphasized and neither is its connection to social structures and power. There is significant debate around the proper unit of analysis for the new field of strategy‐as‐practice, as well as issues of the relation between micro and macro approaches to strategy.

The paper opens up new conceptual possibilities for the understanding and possible application of Bourdieu's “theory of practice.”

This chapter proposes a quantum relational process philosophy as an approach for studying organization-in-becoming as a world-creating process. Furthermore, the quantum relational process philosophy is tied to quantum storytelling. Whereas the quantum relational process philosophy outlines a philosophy of a processual ontology, epistemology, and ethic, quantum storytelling provides the storytelling medium through which such an ontology, epistemology, and ethic emerges through articulation and actualization. As such, the two approaches are introduced as inseparable from each other.

The focus of this chapter is to unfold the ties between the quantum relational process philosophy and quantum storytelling through the perspective of the quantum relational process philosophy itself.

The proposed quantum relational process philosophy is defined as Being-in-Becoming. Thereby, this approach is suggested as an alternative to the “Being” perspective and the “Becoming” perspective or at least as a further development of the becoming perspective. These latter two perspectives present two different ways of viewing organizational change: development and transformation.

The being perspective relies on substance ontology acknowledging the existence of entities: that “which is.” In substance ontology, however, entities such as individuals and organizations are viewed as existing in themselves in fixed space-time frames. This view entails a rather static and stable ontology, perceiving the organization as a ready-made world of stable, unchanging entities. This perspective is often referred to as the approach of building the organizational world through intervention and control of change.

As a contrast, the becoming perspective relies on a process ontology while the organization is perceived as a sea of constant flux and change through which the organization emerges on the way. In this process-oriented perspective, attention is directed toward “that which is becoming.” In this perspective, the organization is perceived as a world-making phenomenon emerging through ceaseless processes of transformation. This approach is often referred to as the dwelling approach, that is, to dwell in the world-making phenomenon letting it happen. This perspective tends to ignore that which exists, that is the ready-made forms, and only focus on that which is becoming.

In this chapter, the proposed being-in-becoming perspective views the tension between being and becoming as a dialectical interplay that is decisive to organizational transformation. However, in the being-in-becoming perspective, “entities” are viewed from a quantum perspective whereby being-in-becoming differs from the substance ontology in its view of the nature of “entities.” In this perspective, the organization is viewed as a dialectical interplay between, at the one hand, the organizational form(ing) of life and, at the other hand, the aliveness of unfolding and transforming living life-worlds of being-in-the-world in fluid space and open time. This dialectical interplay is conceived as central in organizational world-creating processes.

The aim of the chapter is to develop a conceptual framework of a quantum relational process philosophy that embraces the dialectics of transforming organizations. The contribution is to be capable of understanding the performative consequences of dialectic to organizational transformation viewed from the being-in-becoming perspective of the quantum relational process philosophy.

Through the contribution of Heidegger, Hegel, Aristotle, and Boje, and further enriched by Barad, Bakhtin, and Shotter, a conceptual framework is developed for understanding, analyzing, and problematizing dialectical organizational world-creating.

This framework is called “Fourfold World-Creating.” The fourfold world-creating framework keeps the dialectic of organizational transformation at its center while it at the same time take into consideration the dialectical interplay of ontology, epistemology, and ethic. In this sense, the framework is proposed as quantum relational process philosophy. The incorporation of ethic in the quantum relational process philosophy represents an additional contribution of the chapter.

The fourfold world-creating framework is furthermore suggested to be conceived as a quantum relational process philosophy of the antenarrative dimension in David Boje’s quantum storytelling triad framework encompassing: (1) the narrative, (2) the living stories, and (3) the antenarrative. In his recent research, David Boje has a developed a dialectical perspective on his storytelling framework. Following in line with this thinking, this chapter suggests viewing (1) the narrative as the ready-made form, (2) the living stories as the living life-worlds, and (3) the antenarrative as fourfold world-creating.

In this sense, the proposed dialectical fourfold world-creating framework and its embeddedness in the quantum relational process philosophy contributes to our understanding of the research contributes of antenarrative storytelling in organizational studies.

As findings, the chapter proposes what could be considered as ontological, epistemological, and ethical key constituents in dialectical organizational world-creating. The contribution of these findings encompasses an analytical framework for (1) understanding the dialectical, transformative movements of the organization as well as (2) analyzing and problematizing the cease of dialectical tensions that seems to lock the organization in a particular state of being, only capable of repeating and reproducing its ready-made world in fixed space-time frames.

The purpose of this paper is to investigate the intricate ways in which accounting is implicated in the unfolding of strategizing in a pluralistic setting. The authors treat strategizing as a practical coping mechanism which begins in response to a problem and unfolds over time into an episode. This approach enables the authors to explore strategizing pathways and the ways they can mobilise accounting to advance from practical coping to explicit strategic intent.

The authors conducted semi-structured interviews with Clinical Directors, Business Managers and Finance personnel at three NHS hospitals. Documents were also collected, such as business cases and financial reports. The authors employed theories on strategizing agency, episodes and practical coping to select examples of strategizing and indicate how strategizing is constructed and performed. The authors present the results of this qualitative analysis in three strategizing narratives.

The analysis highlights how Clinical Directors’ strategizing with accounting, in response to their financial problems, can take on contesting, conforming and circumventing modes. As the strategizing pathway unfolds, accounting acts as an obligatory passage point through which Clinical Directors pursue their strategic intent. Along each pathway the authors identify, first, where practical coping takes on a clear strategic intent and, second, whether this emergent strategy proves efficacious.

The authors contribute to the nascent body of accounting and strategizing studies through seeing strategizing with accounting, not as the formulation of explicit organisational strategy as “done” in board rooms and strategy meetings, but as an impromptu response to a critical financial problem within a localised organisational setting. In response to a problem, actors may realise their immanent strategizing through their engagement with accounting practices.

This study aims to examine the availability and effectiveness of management accounting systems (MAS) for functional managers located in an African developing country (Mauritius).

Based on the MAS dimensions defined by Chenhall and Morris, a contingency‐based “intervening” model is proposed whereby available MAS play a significant intervening role between task uncertainty (TU) and decentralization (DEC) on managerial performance. Using survey data from production and marketing managers in manufacturing companies and regression‐path analysis, the MAS dimensions (scope, aggregation, integration, and timeliness) are collectively analyzed in relation to the situational variables and managerial performance.

A significant positive relationship was observed between all MAS characteristics and managerial performance. However, only DEC proved to be a contextual variable of interest, in that DEC policies appear effective only via the availability of broader scope, timely, highly aggregated and highly integrated MAS. The absence of findings for TU is suggestive of an “uncertainty paradox,” previously referred to in the literature, and is indicative of the need to re‐consider TU as an element of “technology” rather than “uncertainty.”

This study focused only on manufacturing companies and its findings may not be applicable to other organizational contexts, e.g. service enterprises.

This study focuses on actual availability of MAS as perceived by users in manufacturing companies rather than on studies which rely on accountants' perceptions, on hypothetical “usefulness” perceptions of MAS or on the sole use of the scope dimension.

This article aims at reframing organizational change from a processual perspective to transcend the polarized tensions between planned and emergent approaches to change and to better align with the lived reality of practitioners. It informs the field of learning and development with fresh insights on how to broaden sensemaking repertoires of managers and employees in realizing organizational change.

To understand how change agents conceptualize organizational change at a conceptual level, this article relies on Heidegger’s three modes of being-in-the-world to identify three dominant conceptualizations of organizational change and subsequently theorizes on corresponding phenomenological qualities of sensemaking.

This article develops a theoretical scaffolding that posits the emergence of organizational change as dialectic process of three different conceptualizations of change, i.e. wayfinding logic, managerialistic logic and reflexive logic, that translate into three different phenomenological qualities of sensemaking, i.e. absorbed sensemaking, detached sensemaking and mindful sensemaking, respectively.

A processual reframing of organizational change informs learning and development scholars and practitioners in at least three ways: raising awareness of and probing underlying managerial assumptions of what change is and how change should be managed, training managers and employees to deal with sensemaking processes to effectively realize organizational change, and actively assist in developing a broader sensemaking repertoire to deal with the equivocality associated organizational change.

This processual reframing contributes to the sensemaking literature on organizational change by reframing change as a dialectic process of different underlying assumptions of change agents, and different qualities of sensemaking of change. It pinpoints to concrete actions that learning and development professionals can initiate to contribute to more effective change management practices.