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Small farmers in India are collectivized and legalized as Farmer Producer Companies (FPCs) to progress in agri-food value chains as small agribusiness enterprises. FPCs are dependent on timely information for their sustainability and profitability. Mobile apps are a cost-effective form of information and communication technology. Hence, the purpose of this study is to explore the major determinants of mobile apps adoption by FPCs.

Quantitative and qualitative data are collected by administering a semi-structured questionnaire and conducting in-depth interviews with board members of 115 FPCs, with a total membership of 30,405 farmers operating in 14 districts of the state of Kerala, India. The logit model is used for quantitative analysis, while dialog mapping is used for qualitative analysis, based on an integrated technology acceptance model and technology organization environment framework.

Logistic regression results evidence that amongst FPC characteristics, while company size and age are significantly impacting apps adoption, there is no significant association between board size, education level, multiple commodities business or export intention of companies on apps adoption. Digital literacy and technical hands-on training for FPC board members are quintessential to facilitate mobile apps adoption.

The findings are pertinent to policymakers to earmark funds for technical handholding and digital upskilling of FPCs. The need for developing comprehensive, location-centric, farmer-friendly apps by agritech companies is evidenced.

To the best of the authors’ knowledge, this is a pioneering work in the domain of mobile apps adoption from a farmers’ agribusiness enterprise perspective in an emerging market economy using a mixed-methods approach.

This paper aims to explore the potential relationship between internal corporate social responsibility (CSR) and the decline of organised labour in countries of the global North. Given the opposing trends since the late 20th century and the widespread adherence of internationally recognised labour standards in CSR codes, standards, and reporting frameworks, questions arise about the disparity between CSR rhetoric and practice regarding the collective rights of in-house employees. The paper further explores the tendency in CSR scholarship to overlook violations of collective rights for in-house employees in the global North.

To examine whether there is an elective affinity between the rise of CSR and the decline of organised labour, the paper uses a discursive institutionalism approach, providing a meta-theoretical analysis of academic literature on internal CSR. A scoping review methodology was used to identify relevant literature and compile it into an empirical corpus for a metatheoretical analysis. The empirical corpus, consisting of 38 articles, was generated through a Google Scholar (GS) search guided by the following questions: (1) What are the dominant conceptual framings of internal CSR? (2) What are the dominant roles and practical aspects of internal CSR?

The paper identifies two key disparities in the literature: (1) between rhetoric and practice regarding the collective rights of in-house employees in the global North and (2) between the extensive CSR research on violations of collective rights of value chain workers and the limited attention to in-house employees’ collective rights. The analysis highlights two factors contributing to these disparities: the integration of internal CSR into the corporate managerial toolbox and the distinction in CSR discourse between core labour standards and workplace issues. The analysis shows that internal CSR has an elective affinity with the decline of organised labour.

While scoping reviews are often standalone studies, this paper used the methodology for its stated purpose. Limitations include the broad span of internal CSR across various academic fields and reliance solely on GS. Measures taken to enhance inclusivity were unlimited review period, refined inclusion criteria and keywords during the selection process and cross-checks of cited articles.

Considering the implications of the decline of organised labour on workers’ collective voice, poverty and the distribution gap in wealth and income, this paper suggests that for CSR to play a significant role in advancing sustainable social justice, scholars and practitioners should look at ways to reduce the disparity between rhetoric and practice regarding employees’ voice and collective rights.

The paper lays the foundation for a better understanding of the potential links between internal CSR and the decline of organised labour. It addresses a gap in the literature on the interrelations between CSR and organised labour in the global North and proposes root causes of this gap. This contribution enriches the scarce literature exploring the potential elective affinity between CSR and transformations in the global economy and labour markets since the late 1980s. Finally, the paper deepens the understanding of the implications of CSR for employees’ collective rights and voice as well as for organised labour.

Recently, the tourism and hospitality industry has been increasingly hit by serious crises. In particular, the implications of the COVID-19 pandemic and phenomena such as a shortage of skilled workers and overtourism are presenting numerous destinations and their key stakeholders with new, increasingly complex challenges. In addition, the continued development of meta-processes such as demographic change and digitalisation in many respects implies an ‘end of tourism as we know it’ (Destinationthink.com, 2017). In order to successfully face these complex challenges, it is necessary – as with most wicked problems – to think and act ‘outside the box’. An increasing individualisation and pluralisation of lifestyles is taking place in most societies and represents another challenge that should not be underestimated. This implies that diversity and diversity management are becoming ever more important strategic success factors, both for human resource management and for the development of new markets and target groups. Unfortunately, however, far too few players in the tourism and hospitality sector value diversity management as part of their corporate strategy. This chapter therefore aims to raise awareness of diversity and diversity management as a concept that has become increasingly important in recent years but still only occupies a niche in tourism-specific contexts. The intensified strategic valorisation of diversity can actually sustainably increase the competitiveness of destinations and their key actors. Against this backdrop, this contribution explores conceptual understandings of diversity and diversity management from a theoretical perspective and uses specific case studies to illustrate how the corresponding management approach can be successfully valorised in tourist destinations.

Taking the dialogic organizational development perspective, this study aims to investigate the framing processes when engaging in dialogue for strategy implementation and how these enable the evolution of implementation opportunities.

Through a qualitative exploratory study conducted in a large multinational, the authors analyse the dialogue and interactions among 25 dyads when identifying opportunities to contribute to strategy implementation. The data analysis relies on a process-coding approach and linkography, a valuable protocol analysis for identifying recursive interaction schemas in conversations.

The authors identify four main framing processes – shaping, unveiling, scattering and shifting – and provide a framework of how these processes affect individuals’ mental models through increasing the tangibility of opportunities or elevating them to new value hierarchies.

From a theoretical perspective, this study contributes to the strategy implementation and organizational development literature, providing a micro-perspective of how dialogue allows early knowledge structures to emerge and shape the development of opportunities for strategy implementation.

From a managerial perspective, the authors offer insights to trigger action and change in individuals to contribute to strategy when moving from formulation to implementation.

Rather than focusing on the structural control view of strategy implementation and the role of the top management team, this study considers strategy implementation as a practice and what it takes for organizational actors who do not take part in strategy formulation to enact and shape opportunities for strategy implementation through constructive dialogue.

This paper primarily aims to identify the multilevel learning processes emerging from abrupt telework implementation in a public knowledge-intensive organization (KIO) amid the COVID-19 crisis.

This single-case process research was guided by interpretivist epistemology. Empirical data from documentary research and 41 interviewed managers were processed by inductive qualitative analysis using the multilevel learning theoretical model.

Eight types and three modes of learning processes during the COVID-19 pandemic were identified in a public KIO, iteratively emerging in multilevel learning dynamics during the compulsory adoption of telework and replacing the face-to-face work mode conducted since its foundation.

As insider researchers, while daily and privileged access to the field was obtained, it also demanded their continuous effort to maintain transparency and scientific distancing; conceptual results are restricted to process theorisation studies, specifically the 4Is theoretical model in the scope of crisis learning process studies concerning KIOs.

This study provides evidence for managers to adopt interactive dynamics among eight multilevel types and three learning modes of emergent learning, developed during the COVID-19 pandemic, and support learning practices’ implementation and routinisation across three organizational levels in crisis situations. In addition, evidencing emergent types of learning enables organizational learning (OL) researchers to examine how organizational structures and work practices either promote or inhibit different learning types and impact multilevel learning when adopting teleworking during a crisis.

This research has theoretical value in two ways: (i) Providing empirically supported knowledge: This involves understanding multilevel learning processes resulting from emergent learning in a public KIO that abruptly adopted teleworking during a crisis context; (ii) deepening process theorization studies on OL: To achieve this, we enhance the 4I model by incorporating eight types and two modes of learning processes. These processes iteratively emerge from the individual and group levels towards the institutional level in a public KIO.

The purpose of this paper is to highlight the role an intentional and cohesive research group for doctoral researchers and supervisors can play in surfacing and de-mystifying many of the implicit doctoral literacy practices involved in doctoral study.

This participatory, collaborative project, involving 11 doctoral researchers and three supervisors, was conducted in two stages. In the first stage, doctoral researchers and supervisors engaged in a discussion which resulted in a shared concept map. The concept map was then used as a prompt for stimulated recall interviews in which the participants reflected on the connections and peer learning afforded by the research group.

Drawing on ideas from Communities of Practice theory, the data revealed that the research group, including both supervisors and doctoral students, developed knowledge, relational connections and an awareness of a range of doctoral literacies.

This paper makes suggestions for how those in doctoral education can develop and embed research groups into institutional practices.

This study demonstrates the significant role a research group which is structured, intentional and guided plays in supervisors’ and doctoral students’ development of doctoral literacies and the fundamental intellectual and relational connections afforded by participating in such communities.

This case was developed via primary data collected from personal (one to one) interview with the CEO and founder of Dialogue in the Dark Malaysia (Dialogue Malaysia), Stevens Chan. With Stevens’ contact, the authors also conducted personal interviews with Kaye Chan (co-founder and wife of Stevens Chan), Lynn Foo (project manager since inception until early 2022) and Dr Foo Yin Fah (academic researcher in social entrepreneurship and advisor for Dialogue Malaysia). Secondary data included reports on visually impaired context in Malaysia, Dialogue Malaysia’s annual reports and online articles. Prior to the primary data collection, the authors obtained ethics approval from the University Human Ethics Committee (Project ID: 35461).

This case narrative focuses on Stevens Chan, a blind social entrepreneur who champions the empowerment of the disabled and marginalised community. Through a social franchising model, Stevens founded Dialogue in the Dark Malaysia in 2012. As a social start-up, Stevens showcases the strengths of blind and visually impaired individuals through transformative experiential encounters and reimagining future possibilities. Although there are constant challenges in securing financial and human capital, Stevens never lacks psychological capital, characterised by hope, self-efficacy, optimism and resilience. His vision is to educate society on the power of empathy (and not sympathy) and to create a holistic experience of celebrating diversity and inclusion through an innovative discovery centre, where the elderly and the disabled community (including the deaf, mute and those with mobility issues) share their lives with the public through fun activities. However, the future of this social enterprise is uncertain, and this case invites participants to embark on this journey with Stevens to uncover future pathways for growth and social impact.

The case is tailored for higher level undergraduates and entry-level and mid-level managers of executive education programs.

Annual performance evaluations of faculty are a routine, yet essential, task in higher education. Creating (or revising) performance criteria presents an opportunity for leaders to work with their teams to co-create evaluation metrics that broaden participation and minimise inequity. The purpose of this study was to support organisational leaders in developing equitable performance criteria.

We adopted the “dual-agenda” dialogues training that draws on concepts of collective self-efficacy and intersectionality for department leaders to co-create annual review criteria with their faculty members at one university. We used qualitative and quantitative data to assess the training and conducted an equity audit of the resulting annual review criteria.

Survey results from faculty members and departmental leaders (n = 166) demonstrated general satisfaction with the process used to create new criteria, perceptions that their criteria were inclusive and optimism about future reviews. Those with greater familiarity with the dialogues process had more positive perceptions of the inclusivity of their department’s criteria and more positive expectations of future reviews. The examination of eight indicators of equity illustrated that the resultant criteria were transparent and holistic.

This study builds on the relatively little research on faculty members’ annual performance evaluations, focussing on inclusive dialogues that centre equity and diversity. Results highlight the value of providing department leaders with evidence-based tools to foster system-level change through equitable evaluation policies. A toolkit is available for adaptation of the “dual-agenda” leadership training to both co-create annual review criteria and improve equity and inclusion.

Business process training is a crucial activity in the business process management lifecycle, performed whenever an organization needs to train workers about how to carry out their activities according to defined processes, after significant process changes, or whenever new workers come on board. Due to their motivational character, serious games have been understood as an unconventional alternative to support training in organizational processes. Still, methodologies to design serious digital games specifically for business process training are missing in the literature. This research paper presents a method – Play Your Process for Training (PYP4Training) – for designing digital games for business process training.

The research is guided by design science research methodologies and comprises the adaptation of Play Your Process (PYP), a method for designing business process-based digital games (BPBDG). PYP activities and supporting tools were shaped to cope with the specific requirements of BPBDG design for process training purposes, bringing to light a new method: PYP4Training.

PYP4Training was evaluated by designing a BPBDG for training a heavy equipment maintenance process in a multinational mining company. The game was evaluated by process owners and actors who reported a positive perception of the game as an option for process training. However, there is still space for improving trainees' engagement.

The research proposes an innovative way for business process training using digital games. Nevertheless, literature shows a lack of systematic procedures to build such games and results about their use.

Technology serves as a key catalyst in shaping society and the economy, significantly altering customer dynamics. Through a deep understanding of these evolving behaviors, a service can be tailored to address each customer's unique needs and personality. We introduce a strategy to integrate customer complaints with their personality traits, enabling responses that resonate with the customer’s unique personality.

We propose a strategy to incorporate customer complaints with their personality traits, enabling responses that reflect the customer’s unique personality. Our approach is twofold: firstly, we employ the customer complaints ontology (CCOntology) framework enforced with multi-class classification based on a machine learning algorithm, to classify complaints. Secondly, we leverage the personality measurement platform (PMP), powered by the big five personality model to predict customer’s personalities. We develop the framework for the Indonesian language by extracting tweets containing customer complaints directed towards Indonesia's three biggest e-commerce services.

By mapping customer complaints and their personality type, we can identify specific personality traits associated with customer dissatisfaction. Thus, personalizing how we offer the solution based on specific characteristics.

The research enriches the state-of-the-art personalizing service research based on captured customer behavior. Thus, our research fills the research gap in considering customer personalities. We provide comprehensive insights by aligning customer feedback with corresponding personality traits extracted from social media data. The result is a highly customized response mechanism attuned to individual customer preferences and requirements.