Search results

This paper aims to examine how the oldest manufacturer of natural healthcare products in Europe, Nelsons, needed to make a leap in its development to take advantage of the opportunities in export markets and to meet ambitious production and revenue targets.

This case study follows how Nelsons put in place a new culture among managers to achieve its growth targets, which involved moving away from being the custodians of a traditional brand towards leadership of a fast‐moving global enterprise. A management development scheme was introduced to support the fundamental changes, to create a new cadre of staff with the skills and confidence to lead, and overcome the discomfort which can come from rapid and wide‐ranging change.

If there is a good team of staff prepared to lead as much as manage change, implementing major initiatives can become relatively easy.

The paper illustrates that the program demonstrated the importance of creating leaders for change, which have underpinned record outputs at the firm and strong progress towards the overall targets.

When the brilliant and solitary author of “The house with the green shutters” died young, not a little tidying‐up remained to be done. That, in the absence of a public library in rural Ayrshire, is what the librarian of Ayr Burgh set out to do.

The recent departure of Fair Trade USA (FTUSA) from Fairtrade International is the most seismic event in the fair trade movement in the past decade. This paper aims to analyse recent dynamics between and within multiple fair trade strands and the attendant changes in vision and approach.

The authors use and develop a framework focusing on the relationship between business and development to analyse the dominant narratives and practices of each different strand of fair trade. To unpack the various fair trade narratives, they have conducted a narrative analysis of policy documents and online debates in the wake of the split in the fair trade movement and they draw on recent impact studies.

The politicising narrative in fair trade stresses governance and voice based on clear structures of representation within the standards body, and recognizes the value of development inputs that do not focus solely on technical and quality development, but lead to organisational advocacy and representational capacity of producer organisations and the regional networks. In contrast “pragmatism” focuses more on economic empowerment and using the market to drive change, an approach that is gaining greater traction with the split of FTUSA from FLO, the most prominent body within Fairtrade International.

The analysis raises implications with regards to how impact analysis captures both the pragmatic and politicising narratives.

The paper's originality/value lies in its novel use of narrative analysis and its early analysis of the shifting dynamics within fair trade precipitated by the departure of FTUSA.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

The principal purposes of this paper are to provide normative advice in terms of managing the British Monarchy as a Corporate Heritage Brand and to reveal the efficacy of examining a brand's history for corporate heritage brands generally.

Taking a case history approach, the paper examines critical events in the Crown's history. It is also informed by the diverse literatures on the British Monarchy and also marshals the identity literatures and the nascent literature relating to corporate brands. Six critical incidents that have shaped the monarchy over the last millennium provide the principal data source.

In scrutinising key events from the institution's historiography it was found that the management and maintenance of the Crown as a corporate brand entail concern with issues relating to: continuity (maintaining heritage and symbolism); visibility (having a meaningful and prominent public profile); strategy (anticipating and enacting change); sensitivity (rapid response to crises); respectability (retaining public favour); and empathy (acknowledging that brand ownership resides with the public). Taking an integrationist perspective, the efficacy of adopting a corporate marketing approach/philosophy is also highlighted.

A framework for managing Corporate Heritage is outlined and is called “Chronicling the Corporate Brand”. In addition to Bagehot's dictum that the British Monarch had a constitutional obligation to encourage, advise and warn the government of the day, the author concludes that the Sovereign has a critical societal role and must be dutiful, devoted and dedicated to Her (His) subjects.

This is one of the first papers to examine the British Monarchy through a corporate branding lens. It confirms that the Crown is analogous to a corporate brand and, therefore, ought to be managed as such.

This conceptual paper articulates an analytical framework, which collectively borrows from the concepts of Sectoral, National and Technological Innovation Systems, for examining the prospects for the emergence of renewable energy industries in a given country. In order to examine the dynamics within the national energy system under consideration, a list of system functions has also been compiled from the literature. It is believed that the adoption of such a functions approach has the potential to enhance our understanding of the process of, and drivers behind, the emergence and transformation of energy innovation systems. Towards the end of this paper, other theoretical concepts are acknowledged as also relevant for investigating the potential establishment of renewable energy industries. While every theoretical approach has its strengths and weaknesses, an effort has been made in this paper to justify the adoption of a suitable framework that is based on the systems of innovation approach.

This paper aims to investigate how the reparative efforts of extensive apologies, compensation and structural change affect trust after a violation has occurred. Specifically, this paper presents a cognitive process model positing that voluntary reparative efforts will shape the victim’s stability attributions for the cause of the violation such that it will be deemed less stable (i.e. unlikely to recur); as a result, the victim is more likely to perceive the transgressor as being fair, and hence extend subsequent trust.

Two experiments were conducted to test the cognitive process model.

The results of both experiments supported this predicted sequence for extensive apologies. Support for the predicted sequence was also found when compensation and structural change are invoked as reparative efforts.

This research has theoretical and practical implications for a more nuanced understanding of how causal attribution theory and organizational justice theory can be integrated within the context of trust repair.

When, back in 1994, I spoke to the National Commission on Libraries and Information Science (NCLIS) on the state of network development in Tennessee, I began by saying, “In Tennessee, as in many states, network development is multidimensional, multidisciplinary, multifaceted, multilateral, multidirectional—and therefore multi‐confusing.”