Search results

Public and private policy responses to the introduction of genetically modified (GM) crops have differed across countries and regions, resulting in market fragmentation that is in conflict with the entry mode strategy of standardisation that has dominated the food distribution system for a century. To deal with the new market reality, an alternative entry mode strategy must be established which is capable of segregation – or identity preservation (IP) – of the commodity supply system. A multi‐mode strategy is presented that combines the economic transaction cost perspective with the institutional theory perspective. A seemingly paradoxical result emerges: standardisation is the solution to market differentiation. That is, an IP entry mode strategy must first be built on a foundation of standardised norms and protocols, which then makes it easier to target specific entry mode strategies to meet the divergent export market access rules resulting from the differential public policy and private strategies in various countries and regions.

The authors show how organizations can best ensure that employees act in accordance with the corporation’s values. The key action is to develop a set of principles that amplify and fully define the values so leaders can communicate them more effectively. Principles that supply operational guidance help employees internalize the corporation’s values.

The article supports its conceptual approach with a case.

The case shows how principles helped one organization explicate the it’s values and turn them into a set of positively worded, unambiguous statements that guide employees in their daily work. When employees routinely apply the principles in their work, senior management can confidently delegate decision-making authority to the lowest appropriate level in the organization, having confidence that the outcomes of employee actions will be consistent with the organization’s vision, mission and strategic goals.

By describing the organization’s values in operational terms, the principles, taken together, provide each employee with a clear framework to use when making decisions.

The article shows senior leaders and boards that a key benefit of devolving power and using principles to guide employees’ actions is that it not only improves corporate performance in the short term, it also makes the firm more attractive to talented candidates for employment in the longer term.

The act of consolidating multiple parcels of land to form a single larger parcel is known as land assembly. Laboratory experiments have enabled researchers to explore how various factors, environments, and institutions hinder or assist the aggregation process. This chapter surveys the experimental literature and highlights the experimental design used in those studies, as well as their main findings.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

The purpose of this study is to describe the construction of leadership through authentic dialogues at work and leaders’ actions as contributors to dialogic leadership.

The authors collected the data by recording the organisation’s meetings and discussions and used content analysis of dialogic leadership and typifying of critical moments as analytical methods.

On the basis of the findings, this paper suggests that dialogic leadership begins with a startup critical moment and progresses through the different positions by manager and employees through democratic interaction. Individual and collective level learning of participants and the formation of new knowledge were used in decision- or conclusion-making. The manager promoted the construction of dialogic leadership in conversation by creating important critical moments, which enabled a dialogue to start or contributed to already ongoing dialogue.

The study proposes concrete actions that can be applied in working life. This study provides a new understanding of the leader’s activities in promoting dialogue.

Scholarship on reputation in and of organizations has been going on for decades, and it always has separated along level of analysis issues, whereby the separate literatures on individual, group/team/unit, and organization reputation fail to acknowledge each other. This sends the implicit message that reputation is a fundamentally different phenomenon at the three different levels of analysis. We tested the validity of this implicit assumption by conducting a multilevel review of the reputation literature, and drawing conclusions about the “level-specific” or “level-generic” nature of the reputation construct. The review results permitted the conclusion that reputation phenomena are essentially the same at all levels of analysis. Based on this, we frame a future agenda for theory and research on reputation.

Although Research in Economic Anthropology (REA) actually hit the quarter-century mark in 2003 with the publication of Volume 22, the series has now done so also in terms of the number of volumes. Twenty-five seems like an important milestone, and perhaps this edition can be noted for passing that, but it also marks the third editorial change in the history of REA. When a new editor takes over, it seems prudent to offer a summary of the book series’ evolution to date. As many know, George Dalton was the original editor – beginning in 1978 (REA was then published by JAI Press). Dalton subsequently handed the reins to Barry Isaac, who produced Volumes 6 through 20, along with a number of supplemental publications that focused on specific topics or regions and contained only chapters of an archeological or ethnohistorical nature. In fact, Isaac is still recognized for his efforts at granting archeology an equal footing with ethnology in the study of human economic behavior.¹ While Dalton included previously published material in the pages of REA and welcomed works by non-anthropologists, Isaac considered only original manuscripts and generally limited his selection of chapters to those written by anthropologists. Since Volume 20, REA has been published by Elsevier.

What is now known as the Canning Industry commenced on the 30th January, 1810, when Montalivet, the French Minister of the Interior, wrote to Francois Appert and informed him that his—Appert's—new process for preserving foods was assured of success and thereby granting to the process the official recognition of the French Government. Official recognition also carried with it a money grant of twelve thousand francs—about £500 in those days—Appert won this prize on the principle of “Delhi taken and India saved for one rupee eight annas”—and died in the year 1841 a comparatively poor man and the founder of one of the world's greatest industries. As a result of the warlike operations in which it had been engaged, multitudes of sick and wounded were thrown on the hands of the French Government, and scurvy was terribly prevalent in the fleets. Hence the French Government gave a public notice that it would award a prize to anyone who should discover a cheap and satisfactory method of preserving foodstuffs, without either drying or pickling, so that they could be kept for a long period and still retain the natural flavour and other characteristics of the fresh product. Appert had worked at and perfected his process during the preceding ten or fifteen years and had thoroughly assured himself of its practicability. He was therefore well prepared to demonstrate the details before the Board of Arts and Manufactures of which Board Gay Lussac had been a member since the year 1805. The report of this body to the Minister of the Interior was entirely favourable, as was also that of General Caffarelli, the Maritime Prefect of Brest. Caffarelli had found that soups and vegetables prepared by Appert's process had retained their goodness after three months' bottling, and he had been able to supply what seemed to the diners to be fresh vegetables in mid‐winter. It need hardly be said that Appert's process for preserving foods is the one in use now. Appert, however, knew nothing of the principles on which his process depended, nor did anyone else at that time. He supposed putrefaction to be due to the action of the air alone. In this view he was supported by the great authority of Gay Lussac who, it will be remembered, imagined atmospheric oxygen to be the cause. Appert at the request of the Minister of the Interior wrote a short book on the subject—a practical treatise explaining the methods of preserving animal and vegetable substances. This book was almost at once translated into several languages. It would seem that one of the chief advantages that Appert hoped the French people would gain by his invention was the saving of sugar. Up to that time the only means of preserving fruit other than by drying was to immerse the fruit in strong syrup made with cane sugar, and sugar was almost impossible to obtain in France at that time owing to war conditions. He also says that the French Government wished to draw “the utmost advantage from the productions of our soil in order to develop our agriculture and manufactures, and to diminish the consumption of foreign commodities” ! This is exactly what we in this country are trying to do now in the building up of a trade in canned food, a hundred and twenty years later. The English translator of Appert's work complacently observes:—