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Technology influences market growth and productivity, and the food industry has seen major technological and productivity method changes in recent years. The debate on genetically modified (GM) food, in particular, has been led on multiple levels in both Europe and North America. Studies to date have described the structural differences between the North American and European regulatory agencies as reasons for differing attitudes towards GM foods. The purpose of this paper is to establish a conceptual framework that puts forward a systemic view on the interconnections between corporate marketing strategies (i.e. tool makers), public policies (i.e. rule makers), and science (i.e. fact makers) when a dominant design emerges in the food industry.

This paper begins by describing the fundamental elements of the dominant design concept and the actor‐network theory (ANT). This is followed by the presentation of levers that permit the emerging agrifood dominant design to be successful. Third, these theories are applied to the appearance of GM foods in both North American and European markets. Finally,a framework is presented outlining actors' tasks associated with the emergence of an agrifood dominant design.

This research uncovered the reality that technology developers, policy makers, and research protagonists all have the capacity to change the outcome of a dominant design in the food industry. All operate under a strict set of values and objectives and may influence the adoption process. The model in this paper presents a macro perspective of the institutional dynamics of a dominant design in the food industry when it appears in any given market around the world.

This study is one of the first to systemically examine the development of technological change as a dominant design within the unique reality of the food industry. As such it makes a number of contributions which should be the subject of further study.

This chapter reviews and synthesizes three major strands of recent research, alongside discipline-specific research design, from scholars of Language Issues in Comparative and International Education. The first strand is mixed methods research on the policy and practice of L1-based multilingual education programs, and their contribution to raising educational quality and addressing equity and inclusiveness worldwide. The second strand is qualitative, community-based research of educational programs aimed toward revitalization of minoritized, indigenous, and/or endangered languages. The third strand is empirical and theoretical research that seeks to document, contest, and reconceptualize the dynamics among dominant and non-dominant languages within and between international contexts. The authors explore points of synergy between studies, examine publication in the field from a meta-perspective, and suggest encouraging directions of future research, while highlighting the value of non-dominant languages as resources for education and life.

Substantial and sustained change is inevitable for U.S. hospitals, driven by the Medicare and Medicaid cost inflation curve and embodied in regulatory initiatives and reforms. This study explores the conception that evidence-based management is necessary but not sufficient for 21st century success in health care organizations. Success will require challenging and changing the organization's dominant logic, substituting a more transformational style of problem analysis and decision making. In order for evidence-based management decisions to transform organizations, the organizational culture must be ready to adopt transformation changes. The outcomes of this shift in management style are dramatic changes in worker engagement and retention and a reinforcing cycle of performance improvement efforts. We use a series of examples to illustrate changes in the dominant logic and to identify how the combination of evidence-based management and a new dominant logic results in a fundamental and highly productive shift in how problems are framed and solved. We conclude with recommendations for changing the dominant logic – such as visioning, sensemaking, process questioning, getting the right people together, rewarding innovation, and overcoming risk aversion – all necessary for transforming the dominant logic, allowing evidence-based management techniques to flourish.

This paper aims to study the preferences of the supply chain (SC) members on various power structures under demand information asymmetry considering competing retailers.

A two-level SC with one manufacturer and two retailers is designed. The retailers are in Bertrand competition. The manufacturer who holds the confidential demand information chooses the appropriate information sharing (IS) format. Three IS formats are provided, i.e. no IS (the manufacturer never shares with the retailers), partial IS (the manufacturer shares with one retailer), full IS (the manufacturer shares with all retailers). In addition, the authors model two power structures based on the decision sequences in the SC, i.e. retailers or manufacturer-dominant SC. The authors characterize the equilibrium solutions and payoffs and then investigate the members’ preferences for IS formats.

It is shown that in retailers (manufacturer)-dominant SC, the retailers prefer full (no) IS, but the manufacturer prefers no (full) IS. Moreover, the authors analyze the members’ preferences on power structures under demand information asymmetry, which has a relationship with the degrees of demand uncertainty and competition intensity.

The analysis regarding the preferences of the SC members on power structure under demand information asymmetry provides valuable managerial insights to enhance cooperation and achieve a win-win result.

This chapter disrupts the common notion that identity can be understood through the use of categories. Categorical terms like gay, straight, man, or woman often mask the complexity of curriculum making and identity-making. Curriculum making and identity-making are narrative terms used to understand the dynamic, relational, and on-going process of making meaning about people, things, contexts, and identity through experience. Identity making, understood narratively as the composition of stories to live by, allows us to image diverse communities, contexts, and experiences that uniquely shape the stories that people live and tell. Inquiring into the experiences of two research participants, I begin the chapter by thinking with Calle’s stories of experience to explore the limited and limiting categorical stories of identity. Then, I consider Jamie’s stories to live by, attending to the role of his contexts and communities in the composition of his stories to live by. In doing so, I seek to further map out the narrative geography of curriculum making and identity-making places and communities for individuals who compose diverse stories to live by. Building on previous research findings that contexts shape the composition of stories to live by as identity is negotiated through these dominant stories as an individual’s ontology, his/her story of the world and self in it, is constituted in part, by these dominant stories; here, I argue that contexts that allow for diverse stories to be told are those that attend to experience rather than clinging to familiar dominant stories.

This paper aims to introduce the experience-dominant (Ex-D) logic model, which synthesizes the creation, perceptions and outcomes of Ex-D logic. It is designed to offer valuable insights for strategic managerial applications and future research directions.

Employing a qualitative approach by using eight selected product launch events from reviewed 100 event videos and 55 in-depth interviews with industrial managers to develop an Ex-D logic model, and data were coded and analysed via NVivo.

Results show that the firm’s Ex-D logic is operationalized as the mentalizing of the three types of customer needs (service competence, hedonic excitations and meaning making), the materializing of three types of customer experiences and customer journeys (service experience, hedonic experience and brand experience) and the moderating of three types of customer values (service values, hedonic values and brand values).

This study has implications for adding new insights into existing theory on dominant logic and customer experience management and also offers actionable recommendations for managerial applications.

This study sheds light on the importance of Ex-D logic from a strategic point of view and provides an organic view of the firm. It distinguishes firm perspective from customer perspective, firm experience from customer experience and firm journey from consumer journey.

This study aims to investigate the relationship between market share and rent levels to understand the supply structure in the Japanese private rental housing market.

The study calculates the municipal-level market share of a dominant rental housing operator in Japan and ascertained the overall market rent and the dominant operator’s rent premium at the municipal level by using a major web portal’s listing data of rental houses.

The study shows that, as market share increased, overall market rent tends to decrease, and analyzed by market share, there is no significant difference between the rent of the dominant operator and the overall market rent.

The results of the study suggest that dominant operators may have lowered the rent of their own property to prioritize filling vacancies, which, in turn, causes the overall level of market rent to decline. This is an outcome of rental housing operators’ strategy to maximize long-term rental income under sublease contracts with individual owners, which ensures stable rental income for owners regardless of the occupation status of the apartments.

Previous research on regional monopolies in mortgage sales and brokerage businesses in the USA implies that rental housing operators in a position of great influence over the market can control and keep the market rents at high levels, that is, at large costs for consumers. The findings of the study are novel in showing the inverse relationship in the Japanese private rental market.

The authors’ research examines the impact of cross-cultural difference in dialectical thinking on consumers' responses to androgynous brands and its implication for brand equity. Their research also aims to see how consumers take both feminine and masculine attributes into consideration to form their judgments of androgynous brand equity and whether this process is moderated by brand positioning.

The authors did two experiments with 400 Chinese consumers (high in dialectical thinking) and 528 British consumers (low in dialectical thinking) to test our framework.

The authors’ experimental results suggest an androgynous brand has higher brand equity in China than in the UK. Furthermore, Chinese consumers rate higher feminine/masculine attributes of masculine/feminine brands. In addition, an androgynous brand's equity is mainly driven by its less dominant attributes. Finally, their results suggest that brand positioning moderates the mediating role of less dominant attributes, more evident when brand positioning matches (vs mismatches) an androgynous brand's more dominant attributes.

By focusing on cross-cultural differences in dialectical thinking, the authors’ research offers a novel approach to reconcile existing inconclusive results on androgynous brand equity. Second, to their best knowledge, their research is the first to examine how feminine and masculine attributes jointly decide androgynous brand equity. Finally, by focusing on brand positioning, their research highlights the importance of an androgynous brand's less dominant attributes in driving its brand equity and provides a tool international marketing managers can use to strengthen such influence.

This paper aims to examine the common denominators of measurement properties of a Triple Bottom Line (TBL) dominant logic for business sustainability through time and across business contexts.

The method was based on a quantitative approach and a questionnaire survey in corporate Taiwan with a response rate of 68.5%.

This article uncovers and fortifies common denominators through time between oriental and occidental business contexts.

The framework of TBL dominant logic for business sustainability establishes a toolbox for practitioners to examine economic, social and environmental elements as the marketing strategy in connection with business sustainability.

This enables to validate the framework of TBL dominant logic for business sustainability in previous research. Multiple dimensions are validated through time and across business contexts.

This study contributes to existing theory and previous research by fortifying the framework of TBL-dominant logic for business sustainability. The twenty-dimensional framework demonstrates universal measurement properties through time and across oriental and occidental business contexts.

The study of left brain/right brain effects in the human brain has been the subject of research and discussion for many years. It is generally believed that the right and left hemispheres of the brain perform different functions. The left hemisphere is better at such tasks as reading, speaking, analytical reasoning, and arithmetic. The right hemisphere is better at spatial tasks, recognizing faces, and music. Research on this phenomenon can be of particular value to the advertising industry. A number of studies have examined the impact of an advertising message on left‐ and right‐brain dominant persons. This paper reports the results of a study conducted to investigate the effects of “informational” versus “visual” appeals used in print advertisements on left‐ and right‐brain dominant individuals. The results reveal that the evaluation of the effectiveness of an advertisement is dependent upon both the appeals used and the brain dominance orientation of the respondent.