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Despite the existence of a variety of approaches to the understanding of behavioral and managerial ethics in organizations and business relationships generally, knowledge of organizing systems for fidelity remains in its infancy. We use halakha, or Jewish law, as a model, together with the literature in sociology, economic anthropology, and economics on what it termed “middleman minorities,” and on what we have termed the Landa Problem, the problem of identifying a trustworthy economic exchange partner, to explore this issue.

The article contrasts the differing explanations for trustworthy behavior in these literatures, focusing on the widely referenced work of Avner Greif on the Jewish Maghribi merchants of the eleventh century. We challenge Greif’s argument that cheating among the Magribi was managed chiefly via a rational, self-interested reputational sanctioning system in the closed group of traders. Greif largely ignores a more compelling if potentially complementary argument, which we believe also finds support among the documentary evidence of the Cairo Geniza as reported by Goitein: that the behavior of the Maghribi reflected their deep beliefs and commitment to Jewish law, halakha.

Applying insights from this analysis, we present an explicit theory of heroic marginality, the production of extreme precautionary behaviors to ensure service to the principal.

Generalizing from the case of halakha, the article proposes the construct of a deep code, identifying five defining characteristics of such a code, and suggests that deep codes may act as facilitators of compliance. We also offer speculation on design features employing deep codes that may increase the likelihood of production of behaviors consistent with terminal values of the community.

Purpose – Inspired by “old” institutional arguments, this chapter presents the ideas of both the “old” and “new” institutional perspective as their arguments appear in the economic anthropology literature following the substantivist–formalist debate of the 1960s.

Design/methodology/approach – During the 1960s the substantivist–formalist debate, otherwise known as the “Great Debate,” thrust institutional thought to the forefront of economic anthropology. By the close of the 1960s, the substantivist–formalist debate passed unresolved. Institutional economic anthropology reached a crossroad – it could continue the legacy of the substantivism as represented by “old” institutionalism or follow the path of “new” institutional economics. Against the long shadow of the “Great Debate,” this chapter identifies key epistemological ideas that are present within the recent history of the institutional economic anthropology literature.

Findings – On the basis of epistemological arguments, the chapter suggests that if the substantivist–formalist debate, often times referred to as the “Great Debate,” is ever to achieve closure, then practitioners of institutional economic anthropology would benefit by moving beyond “new” institutional thought.

Originality/value – This chapter provides a unique evaluation of the institutional perspective within the history of economic anthropology. Residing within this history are clear and poignant distinctions between the “old” and “new” institutional perspectives. As a result, this chapter seeks to bring to social scientists interested in institutional economists, important insights from economic anthropology that may have otherwise gone unnoticed.

The purpose of this paper is to holistically discuss, explore and synthesise the key literature on visual management (VM), an important, yet highly fragmented subject that is frequently referred in lean production accounts.

An extensive literature review was conducted to classify the current literature, to explore the different aspects and limitations of the current discussions on the subject, to clarify in what ways VM benefits manifest themselves in a workplace and to identify the future research focus.

VM is an important close-range communication strategy based on cognitively effective information conveyance. This strategy has been frequently discussed in the production management literature. However, the literature is fragmented as to the roles of VM in a production setting; the body of literature lacks integrated focus and cohesion with an abundance of related terminology from scholarly works and consultant books; a practical VM tools taxonomy and a visual workplace implementation framework were presented; there is poor clarity with regards to the functions (benefits) that VM may provide within organisations, nine conceptual VM functions were proposed; a wide array of future research directions related to VM was identified.

This paper synthesises the key literature related to VM, providing a conceptual picture of the current knowledge.

The purpose of this paper is to investigate the effects of cultural beliefs on governance in a business network without a legal institutional framework. Particular emphasis is placed on the cross-country remittance mail operating network in Chaoshan, China, during the period 1860-1949. This investigation builds on Greif’s business governance theory and develops an analytical framework that considers cultural beliefs, agency relationships and multilateral punishment mechanisms. Furthermore, it uses the institutional analysis method to identify the institutional factors that sustained the remittance mail operating networks and their underlying mechanisms.

This paper adopts the qualitative research method. First, it investigates the history of the remittance mail operating network and agency relationships by searching through the contents of the relevant historical documents preserved in the official archives and information found in other records. Thereafter, it summarizes and demonstrates the cultural beliefs inferred from that research. The archival materials permit analysis of the interactions between cultural beliefs, agency relationships and multilateral punishment mechanisms by the institutional analysis method.

Due to the lack of legal institutions in China during the period under review, cultural beliefs played a central institutional role in cross-country business relations. Network governance was coupled with clan cultural beliefs in the remittance mail operating network. This relationship was the key to sustain the efficient operation of the remittance mail network.

In the West, corporate governance has been influenced by and has become an integral feature of Western culture and values. This is not necessarily so for the corporate governance in terms of Chinese culture and values. Thus, instead of mimicking the modes of developed countries, it is important for Chinese enterprises to seek a mode of corporate governance that is in accord with their local cultures. This may be an important focus for enterprise development.

This chapter investigates the theoretical support for the distance metaphor that is widely used to capture the effects of institutional diversity in international business (IB) and management studies. It argues that neither new institutional economics (NIE) nor in neo-institutional sociology (NIS) offers support for a focus on the degree of dissimilarity. Rather, both literatures emphasize dis-commonality as a problem for cooperation. In the NIE argument, common enforcement mechanisms are needed to reduce transaction costs. In the NIS argument, effective communication and cooperation is limited to meaning-giving structures common to all parties. In neither perspective, the degree of difference in structures that are not common is relevant. We propose an alternative metaphor, institutional overlap, to capture the effects of institutional diversity on IB transactions. We argue that such a concept differs from institutional distance in being agency-centered, sensitive to intra-country variation, non-additive, and driving the thickness rather than the costs of transactions.

The purpose of this paper is to develop a new model for depicting organizational processes: the episodic spiral model (ESM).

On the basis of a strong process view as the orienting paradigm, the authors demonstrate the need for the ESM by discussing the shortcomings of two specific spiral types in the organizational literature – the knowledge creation spiral and the efficacy spiral.

A review of each spiral type through the lens of nonlinear assumptions reveals the treatment to date of organizational spirals as uni-directional and insufficient for understanding organizations. The authors propose that managers must undertake a paradigm shift in order to gain a greater awareness of both the environment in which they operate, as well as their process actions. To facilitate this shift, the ESM depicts choice points, chosen and rejected trajectories, and upward and downward environmental drafts, as well as a multi-dimensional environment, as a way of re-conceptualizing approaches to space, time, and change in organization studies.

The authors propose that the model provides a way for scholars to enhance the study of organizations by understanding that organizations exist in a more dynamic environment than previously studied; recognizing that the organization has a wider range of choices available, and acknowledging the long-lasting ramifications of both choices made and choices discarded; and obtaining a more comprehensive look at the way the organization moves through space and time at any given moment. Taken together, the authors hope that these contributions allow organizational scholars a new approach to theorizing, exploring, and writing about the organizations they study.

In this chapter, the authors utilize both risk and resilience as conceptual frameworks to discuss the academic and psychosocial development of African American adolescent males. Given the amount of attention placed on the academic underachievement of African American males, they explore popular academic themes, such as academic disidentification and the role of teachers and parents. The authors examine psychosocial themes related to racial and athletic identity, the phenomenon of cool pose and “acting Black,” and the development of alternative masculinities. They conclude the chapter with recommendations for education research, practice and policy.

Rational choice theory has numerous implications for the analysis of organizational governance structures. This chapter reviews some of these applications. The main emphasis is on relational contracting. It will be argued that repeated games theory, that is, a variant of rational choice that deals with rational agents who repeatedly interact, can explain the outcomes of relational contracting. There is some controversy about the merits of rational choice explanations. Can they deal with inefficient structures and their (alleged) stability, with path dependence and mimetic processes? Many of these issues have been addressed by new sociological institutionalists. It is argued that rational choice analysis is in fact consistent with many of these observations. There is, in other words, some convergence between rational choice and institutionalist approaches.

Individual level innovation studies often assess only one dimension of innovative behavior. As such, they do not sufficiently capture the richness of the construct of individual innovation. Develops and tests a multi‐dimensional measure of individual innovative behavior. Identifies descriptions of 289 innovation related behaviors and codes these into a hypothesized factor structure consisting of the following five dimensions: opportunity exploration, generativity, formative investigation, championing, and application. Structural equation modeling used on a sample of 225 employees from nine different organizations delivered a relatively poor fit between the hypothesized factor structure and respondents’ job behaviors. However, a single factor measure based on items representing all five factors resulted in an alpha reliability of 0.95 thus supporting a multi‐dimensional conceptualization of innovative behavior in general. Discusses implications for future research.