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A sense of collective free-thinking with tangible goals makes co-creation an enlightening experience. Yet despite the freedom and organic flow of the methodology, there remain barriers to deploying co-creation in the real-world context. The aim was to understand the barriers and solutions to co-creation, reflect on applying co-creation in practice and co-create an applicable framework for co-creation.

These reflections and conceptual developments were completed using a Participatory Action Research Approach through the co-creation of the Erasmus+ funded Co-creating Welfare course.

Results presented are centric to the experiences in the United Kingdom but led to application at an international level. Problem formulation led to solutions devised about who should co-create, what co-creation aims to achieve, how to receive management buy-in, co-creating beyond the local face to face context and evaluation.

The Three Co’s Framework is proposed using the outline of: Co-Define, Co-Design and Co-Refine. Those who take part in co-creation processes are recommended to be called co-creators, with less focus on “empowerment” and more about facilitating people to harness the power they already have. Utilising online and hybrid delivery methods can be more inclusive, especially in response to the COVID-19 pandemic. The use of co-creation needs to be evaluated more moving forwards, as well as the output co-created.

The growing demand for halal products has attracted small and large companies looking to secure their market share in the lucrative global halal market. However, it is difficult for resource-constrained firms, such as small and medium enterprises (SMEs), to compete internationally. Therefore, drawing from a resource-based view, this paper aims to examine how intangible resources affect the export performance of Malaysian SMEs exporting halal food and beverages (F&B) products.

This study used a purposive sampling technique, and respondents were reached out by mail. Out of 517 local SMEs exporting halal-certified F&Bs contacted, 193 firms responded, and only 188 responses were eligible to be used for data analysis. The partial least squares structural equation modelling technique was used to conduct the analysis. The data underwent measurement and structural model evaluation to confirm the hypotheses postulated.

Based on the data analysis conducted, it was discovered that intangible resources, namely, international orientation and marketing capability, significantly influence the export performance of Malaysian SMEs exporting halal F&B. However, the influence of cultural intelligence on export performance could not be demonstrated.

This paper fills the gap of the need for more attention to SMEs in developing countries, especially in the halal industry. This research paper also contributes to international business and halal studies by promoting an understanding of intangible resources as strategic resources for SMEs to create competitive advantages and elevate their export performance in the emerging global halal market.

Though there is consensus that mindfulness induces mindful consumption (MC), empirical testing is needed to uncover the mechanism underlying temperance behaviour in the MC model proposed by Sheth et al. (2011). The role of mindful advertising in influencing MC needs deeper investigation. The purpose of this research paper is to bridge the gap.

The relationship between mindfulness and temperance in consumption was investigated using an online simulation. Mindful advertising by Patagonia, with a message to buy less yet demand organic, fair-trade and recycled products, was introduced as a moderator in experimental group one. The second group was exposed to an aspirational advertisement of Tommy Hilfiger, symbolic of consumption-driving communication.

Not buying any brands was the uppermost preference by the participants followed by Patagonia, which used a mindful advertisement. Tommy Hilfiger was a distant third despite using an aspirational advertisement. A predictive relationship between mindfulness and temperance in consumption remained elusive.

Consumer purchase decisions favouring mindfully advertised Patagonia make a strong business case for nurturing a mindful mindset and promoting mindful behaviour. The customer-centric sustainability strategy of caring for the people and the planet beforehand should take precedence over corporate social responsibility which is usually an afterthought.

Measuring mindfulness and MC, two constructs combined in one experimental design, using a simulation built around real-life marketing communication distinguishes this research paper.

This study aims to observe and discuss an emerging disintermediation in transportation, finance and health care, and explain how these three key areas depend on intermediary institutions that are the fruit of modern corporate governance conditions that find their roots in classical sociological theory.

The authors review and incorporate a diversity of research literature to explain the likelihood for the development and continuation of disintermediation.

The authors map two sociological perspectives (Emile Durkheim’s theory of interdependence and Herbert Spencer’s theory of contracts) to two modern corporate governance theories (resource dependence theory and agency theory). The authors then discuss the challenging social situation resulting from modern corporate governance and show how these conditions create the potential for a continuum of disintermediation across the specific and crucial economic sectors of transportation, finance and health care.

The implications of this theoretical integration can help organizational leaders navigate complex social and strategic issues and prepare for the consequences that may result from the emerging disintermediation.

This paper presents an interpretation of freehand drawings produced by supply chain management undergraduates in response to the question: “What is sustainability?” Having to explain sustainability pictorially forced students to distill what the essence of sustainability meant to them and provided insights into how they perceived sustainability and their roles in achieving sustainability in the context of supply chain management.

Students were asked to draw and answer the question “What is sustainability?” These drawings were discussed/interpreted in class. All drawings were initially examined quantitatively, before a sample of four were selected for presentation here.

Freehand drawing can be used as part of a critical pedagogy to create a visual representation to bypass cognitive verbal processing routes. This allows students to produce clear, more critical and inclusive images of their understanding of a topic regardless of their vocabulary.

The authors offer this as a model for educators seeking alternative methods for engaging with sustainability and for creating a learning environment where students can develop their capacity for critical self-reflection.

This study shows how a collaborative learning experience facilitates learners demonstrating their level of understanding of sustainability.

The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-11-2022-0718

Conventional wisdom says stakeholders matter to managers as they develop strategy – but do they? If so, what type of stakeholders matter and what can managers do?

An in-depth exploration of five deep case studies where senior executives embarked upon strategy development. Analysis revealed five significant factors for managing stakeholders effectively.

These findings include: determining the nature of a stakeholder, separating those who care about the strategy and its implementation from those who do not but still could impact it; addressing stakeholders at an appropriate level; considering internal as well as external stakeholders and attending to the stakeholders’ responses to proposed strategies and the consequent dynamics created.

(1) The research was conducted with senior managers, and the authors detail the difficulties involved in doing so within the introduction and (2) The research was specific to the healthcare sector, but has relevance to all strategy makers.

This paper explores five factors and their implications and suggests techniques to address them that are well established and available to promote the effective strategic management of stakeholders.

Empirical research in strategy formation with elites is rare because it is difficult to gain access and trust. Empirical research in stakeholder studies is even rarer. By combining the two elements, the authors gather and interpret a unique dataset.