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Action from activists is at the origin of many initiatives that end up injecting moral concerns into the way companies operate. In such instances, activists function as moral entrepreneurs that lastingly change the definition of what constitutes morally acceptable corporate behavior. Yet, in order to have such a lasting effect on companies, activist efforts need to pass through multiple stages that deal with both the effective mobilization of their own constituents and the triggering of corporate responses that can induce broader change in the economy. In the present chapter, the authors study how local shareholder activists initiated and helped sustain the process that led to the establishment of active ownership in Switzerland between 1997 and 2011. Active ownership refers to the active engagement of shareholders with firms to push them toward considering environmental, social, and corporate governance criteria in their decision-making. The case illustrates the processual nature of moralizing dynamics initiated by activists and emphasizes the long-term and cumulative nature of many moralization projects.

Moral struggles in and around markets abound in contemporary societies where markets have become the dominant form of economic coordination. Reviewing research on morality and markets across disciplinary boundaries, this introductory essay suggests that a moral turn can currently be observed in scholarship, and draws a direct connection to recent developments in the sociology of morality. The authors introduce the chapters in the present volume “The Contested Moralities of Markets.” In doing so, the authors distinguish three types of moral struggles in and around markets: struggles around morally contested markets where the exchange of certain goods on markets is contested; struggles within organizations that are related to an organization’s embeddedness in complex institutional environments with competing logics and orders of worth; and moral struggles in markets where moral justifications are mobilized by a variety of field members who act as moral entrepreneurs in their striving for moralizing the economy. Finally, the authors highlight three properties of moral struggles in contemporary markets: They (1) arise over different objects, (2) constitute political struggles, and (3) are related to two broader social processes: market moralization and market expansion. The introduction concludes by discussing some of the theoretical approaches that allow particular insights into struggles over morality in markets. Collectively, the contributions in this volume advance our current understanding of the contested moralities of markets by highlighting the sources, processes, and outcomes of moral struggles in and around markets, both through tracing the creation, reproduction, and change of underlying moral orders and through reflecting the status and power differentials, alliances, and political strategies as well as the general cultural, social, and political contexts in which the struggles unfold.

This short text argues that a single moral – the notion’s etymology refers to the mores of a group or a society – must not be contested, but as soon as more than one morality is in play, there is a great chance that at least one or both are contested. It is also argued that man is moral by definition. Markets come, by definition, with struggles, but not all struggles in markets are moral. Most struggles in markets are economic, and most markets are not contested. Future research in the field of moral struggles could benefit from clearer distinctions of types of struggle.

Successful digital transformation involves all areas which bring new impacts and challenges to the leadership of the enterprise. From the perspective of organizational identification, the authors construct a theoretical model of digital leadership–digital strategic consensus–digital transformation and explore the different moderated mediation effects of diversity types.

This paper obtains data from 351 Chinese science and technology enterprises and uses regression analysis and bootstrap analysis to test the research hypotheses.

The results demonstrate that digital leadership has a positive impact on digital transformation. Digital strategic consensus partially mediates the linkage between digital leadership and digital transformation. Disparity diversity and variety diversity positively moderate the mediating role of digital strategic consensus between digital leadership and digital transformation, respectively; and separation diversity negatively moderates the mediating role of digital strategic consensus between digital leadership and digital transformation.

The research innovatively measures digital leadership and digital transformation. It expands the application of leadership, strategic consensus, diversity and other related theories in a digital context and provides a decision-making basis for enterprises' digital transformation.

The purpose of this study is to provide an explication of micro foundations of Corporate Social responsibility (CSR). CSR, as a study domain, has been accommodating individual centric aspects. Extant literature delved into firm aspects like regulation, the role of individuals such as leaders and managers in shaping the agenda and practice on CSR.

Based upon the responses of 396 managers, the authors explored how young managers assessed firm CSR actions and develop their role as potential customers, investors and potential employees toward a firm. For this study, a mediated moderator analysis has been applied to test the model.

The authors found that between an individuals’ customer-centric role toward firm products, positively relate to being a potential employee. However, there was also the presence of the mediation role of the individuals’ inclination for becoming an investor in firm shares. Further, there was a moderation role of an individual’s firm CSR product assessment. The developed model had four factors, namely, customer CSR firm assessment (CCFA), customer CSR product assessment (CCPA), investor CSR evaluation (ICE) and employee CSR aspiration (ECA).

In this research, based upon systems justification theory and expectancy theory an individual-centric micro foundation based theoretical model on CSR were developed consisting of CCFA as an antecedent variable, ICE as mediating variable, CCPA as moderating variable and ECA as the dependent variable.

This study was one of the contributions toward a micro foundations based CSR approach model with role-plays as a customer, investor and potential employee.

This chapter presents and discusses various steps to ensure empirical reliability and theoretical validity in the construction of competence scales in graduate surveys. The development of a scale to assess demands of the teacher profession and related abilities in graduates for a German tracer study project serves as an example. Confirmatory factor analysis (CFA), principal component analysis (PCA) and Cronbach’s coefficient alpha are employed to test the reliability of the scale. Differing results illustrate how the method applied influences decisions in the process of developing a scale. Our findings show that multidimensionality can only be tested appropriately by CFA; PCA renders no feasible or similar results to CFA depending on the predetermination of the number of factors; Cronbach’s alpha produces misleading results as the prerequisite assumption of unidimensionality is violated by the data.

This paper aims to discuss the work of Frank and Lillian Gilbreth and how it is still a fundamental part of business in the twenty‐first century. It is also proposed that the system developed by the Gilbreths could be added as a supplement, or even considered as a replacement to certain modern process management systems.

A qualitative methodology is used and the Gilbreths' system as described in their original works are compared and contrasted with modern process management systems appearing in contemporary literature.

It is found that most modern process management systems are based on the work of the Gilbreths and other seminal thinkers. However, it is suggested that by paying more attention to the human element, the Gilbreths might have developed a more comprehensive system in comparison with current ones.

This paper attempts to reemphasize the role and importance of Frank and Lillian's work as foundational to modern process management systems and to suggest that more attention needs to be given to the human interface in such systems.

Prominence is given in this issue to the interesting Diamond Jubilee celebration held last month in connection with the Norwich Public Library. It was a courageous but entirely proper thing to hold this celebration in war time, because although it was calculated to raise opposition from short‐sighted people, at the same time it was good policy to affirm that the Public Library is an essential part of national economy even in the greatest of wars. Excellent arguments on behalf of this last proposition were advanced at that meeting in the happy speech made by Mr. L. Stanley Jast, which we hope to see published in even fuller form sooner or later, and equally in the letter from Sir Frederic Kenyon. This gains greatly in force from the fact that Sir Frederic is not only an officer in the Army, but is, we believe, at this moment serving in France. If any of our readers have had doubts about the present seasonableness of their work, and there may conceivably be such, they may wisely ponder the letter and again take heart of grace. As for the celebration as a whole, it was, as we have said, opportune; it was also skilfully engineered and advertised, and was an undoubted success upon which the Norwich Library Committee and Mr. G. A. Stephen have every reason to congratulate themselves.

This study aims to validate the content of an instrument which identifies the organizational, sociocultural and technological characteristics that foster digital transformation (DT) in higher education institutions (HEIs) through the Delphi method.

The methodology is quantitative, non-experimental, and descriptive in scope. First, expert judges were selected; Second, Aiken's V coefficients were obtained. Nine experts were considered for the validation.

This study’s findings show that the instrument has content validity and there was strong consensus among the judges. The instrument consists of 29 questions; 13 items adjusted and 2 merged.

A novel instrument for measuring the DT at HEIs was designed and has content validity, evidenced by Aiken's V coefficients of 0.91 with a 0.05 significance, and consensus among judges evidenced by consensus coefficient of 0.81.