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Article
Publication date: 14 September 2015

Danilo Brozovic, Annika Ravald and Fredrik Nordin

– The purpose of this paper is to explore the honeybee colony metaphor as a tool to make sense of the dynamics of service systems surrounding a service relationship.

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Abstract

Purpose

The purpose of this paper is to explore the honeybee colony metaphor as a tool to make sense of the dynamics of service systems surrounding a service relationship.

Design/methodology/approach

Based on qualitative case research, this study develops and applies the metaphor of honeybee colonies as a tool to analytically and discursively draw parallels between different aspects of honeybees and service systems surrounding a service relationship, focusing on the dynamic nature of both.

Findings

The honeybee colony metaphor can serve as an analytical tool, helping managers to make sense of the dynamics of service interactions and, as a discursive tool, giving sense to the strategic implications of service providers’ everyday activities.

Research limitations/implications

Few metaphors, no matter how complex, can wholly capture reality. The honeybee colony metaphor describes the dynamics surrounding a service relationship at a comprehensive level. Further research can focus on the metaphor’s particular aspects (the changing role of honeybees in the system, for example) or distortions (e.g. parasitic relationships).

Practical implications

The honeybee colony metaphor illustrates the strategic importance of part-time marketers; they “pollinate” and “fertilize” the customers and properly assessed information that they report represents a basis for strategic decisions.

Originality/value

The introduction of the honeybee colony metaphor in this paper provides a new lens for capturing the dynamic aspects of service systems surrounding a service relationship and the strategic implications derived from adopting a systemic outlook on service.

Details

Journal of Services Marketing, vol. 29 no. 6/7
Type: Research Article
ISSN: 0887-6045

Keywords

Article
Publication date: 29 March 2013

Sooksan Kantabutra and Gayle Avery

Avery and Bergsteiner's updated set of 23 sustainable leadership practices derived from sustainable enterprises and five performance outcomes provides a framework to examine the…

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Abstract

Purpose

Avery and Bergsteiner's updated set of 23 sustainable leadership practices derived from sustainable enterprises and five performance outcomes provides a framework to examine the business practices of Thailand's largest conglomerate, Siam Cement Group (SCG). The aim of this paper is to build on and expand Kantabutra and Avery's study based on Avery.

Design/methodology/approach

The analysis was conducted by grouping Avery and Bergsteiner's principles into six categories, namely taking a long‐term perspective, investing in people, adapting the organizational culture, being innovative, exhibiting social and environmental responsibility, and behaving ethically. Adopting a multi‐data collection approach, research teams supplemented case study data with non‐participant observations from visits to the conglomerate and its training sessions. Multiple stakeholders were interviewed in semi‐structured interviews. Documentation and information supplied by, or published about, the conglomerate was consulted.

Findings

All six sets of practices, which sharply contrast with the prevailing business model of short‐term maximization of profitability but are consistent with the 23 sustainable leadership practices, were found to apply in varying degrees to SCG. A total of 19 applied strongly, with three others moderately strong.

Practical implications

Given that sustainable leadership principles are associated with enhanced brand and reputation, customer and staff satisfaction, and financial performance, the new Sustainable Leadership Grid provides corporate leaders with a useful checklist for this purpose.

Originality/value

This paper reports on the first examination of Avery and Bergsteiner's 23 sustainable leadership elements in a developing economy. It shows that even a publicly‐listed company can resist pressures to conform to business‐as‐usual practices and adopt the long‐term, socially responsible principles of “honeybee” sustainable leadership.

Details

Asia-Pacific Journal of Business Administration, vol. 5 no. 1
Type: Research Article
ISSN: 1757-4323

Keywords

Article
Publication date: 25 March 2024

Kiranmai Janaswamy, Shulagna Sarkar, Ram Kumar Mishra and Ananda Das Gupta

The word “sustainability” is discussed in several ways since MDGs and SDGs have gained business attention. Sustainability is not just about something’s durability; it also looks…

Abstract

Purpose

The word “sustainability” is discussed in several ways since MDGs and SDGs have gained business attention. Sustainability is not just about something’s durability; it also looks at how to advance development projects without endangering the development of others nearby, both now and in the future (Fink, 2000). It is a drive that weaves together the different facets, including the social, economic, and environmental. World Economic Forum’s has emphasised the need for responsive and responsible leadership. It is in this context, the paper focuses on studying the transformational shift in the role and responsibility of leaders in demonstrating responsible leadership and discusses the ‘Locust and Honeybee Leadership styles’.

Design/methodology/approach

Literature portrays that responsible leaders are recognized by their qualities, competency and skills. One such model is “Locust and Honeybee Leadership,” where the two leadership styles are contrasted. The paper attempts to discuss the varied contexts of these leadership styles and attempts to draw a matrix on the commonalities of both set in an Indian context. A leader should always have openness of thought and integrity.

Findings

Value systems are important for a leader. The major challenge is developing globally responsible leaders and managers who can perform effectively under these conditions of enormous challenge, as they are chronically pushed beyond their capabilities into unexpected roles and unfamiliar domains. Situations compel leaders to make decisions, yet the styles determine the way the decisions are taken. The paper is unique as it discusses the commonalities and contrasting perspectives of the “Locust and Honeybee Leadership.”

Research limitations/implications

The paper is limited to a small number of respondents and is set in Indian context.

Originality/value

To the best of the authors’ knowledge, the paper is an original piece of work and expresses thoughts of the authors on establishing a sustainable leadership model.

Details

Journal of Global Responsibility, vol. 15 no. 4
Type: Research Article
ISSN: 2041-2568

Keywords

Article
Publication date: 10 May 2013

Sooksan Kantabutra and Molraudee Saratun

The aim of this paper is to adopt Avery and Bergsteiner's 23 sustainable leadership practices derived from sustainable organizations as a framework to examine the leadership…

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Abstract

Purpose

The aim of this paper is to adopt Avery and Bergsteiner's 23 sustainable leadership practices derived from sustainable organizations as a framework to examine the leadership practices of Thailand's oldest university.

Design/methodology/approach

Avery and Bergsteiner's principles were grouped into six categories for analysis: long‐term perspective, staff development, organizational culture, innovation, social responsibility, and ethical behavior, providing the framework for analysis of the university. Adopting a multi‐data collection approach, research teams supplemented case study data with participant observations, and reference to documentation and information supplied by, or published about the university. Semi‐structured interviews were held with multiple stakeholders.

Findings

Six core sets of practices consistent with 21 sustainable leadership practices are identified: a focus on a long‐term perspective, staff development, a strong organizational culture, innovation, social and environmental responsibility and ethical behavior.

Practical implications

Since sustainable leadership principles link to enhanced brand and reputation, customer and staff satisfaction, and financial performance, the Sustainable Leadership Grid provides educational leaders with a useful checklist for this purpose.

Originality/value

This paper contains the first examination of sustainable leadership in the higher education sector. It shows that even a public service organization can adopt the long‐term, socially responsible principles of sustainable leadership.

Details

International Journal of Educational Management, vol. 27 no. 4
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 8 November 2011

Gayle C. Avery and Harald Bergsteiner

This BMW case aims to show how many of the company's practices that accord with principles espoused in the authors' sustainable leadership model contributed to its recovery after

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Abstract

Purpose

This BMW case aims to show how many of the company's practices that accord with principles espoused in the authors' sustainable leadership model contributed to its recovery after the global financial crisis (GFC).

Design/methodology/approach

This case illustrates how BMW institutes the 23 honeybee leadership principles and practices described in the authors' 2011 article “Sustainable leadership: practices for enhancing business resilience and performance” in Strategy & Leadership.

Findings

The examples provide a glimpse into the honeybee practices that enabled one firm to emerge successfully from the GFC. Regarding the five performance outcomes on the sustainable leadership pyramid, BMW clearly exceeded expectations in 2010 on financial returns and shareholder value.

Practical implications

Clearly BMW provides long‐term value for all its stakeholders – suppliers, shareholders, employees and customers – as is expected of a sustainable enterprise. BMW's business model, innovative approach to problem‐solving and adherence to sustainable leadership practices underpin a capacity to survive crises such as the GFC.

Originality/value

This is a rare case study of corporate‐wide sustainability practices and principles in operation. Informed by the examples of best practices at BMW, managers at other companies can envision how honeybee management might be implemented at their firm.

Abstract

Details

Designing XR: A Rhetorical Design Perspective for the Ecology of Human+Computer Systems
Type: Book
ISBN: 978-1-80262-366-6

Content available
Article
Publication date: 30 October 2009

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Abstract

Details

Nutrition & Food Science, vol. 39 no. 6
Type: Research Article
ISSN: 0034-6659

Article
Publication date: 4 June 2024

Andressa Pedroso Carlotto de Souza, Fernanda Leal Leães, Gabriele Danieli, Eduarda Letícia Ruaro, Eléia Righi, Rafael Narciso Meirelles and Voltaire Sant’Anna

The objective of this study was to evaluate Brazilian consumers’ perceptions of stingless bee honey and the drivers involved in this product choice.

Abstract

Purpose

The objective of this study was to evaluate Brazilian consumers’ perceptions of stingless bee honey and the drivers involved in this product choice.

Design/methodology/approach

Three projective techniques were applied to 480 consumers who answered a rating task about liking, health, sustainability, quality taste, and utilization as ingredients, fulfilled completion sentences, and performed a hard laddering task.

Findings

The results showed a significant increase in the expected liking and flavor, and consumers perceived stingless bee honey as more sustainable, of higher quality, and more beneficial to health. Health, sustainability, and taste are the main drivers of purchasing this type of honey, and consumers are aware that it costs a premium price. In the value chain involved in choosing stingless bee honey, the appreciation of native bees, flavor, nutritional value, medicinal properties, producer appreciation, and curiosity were strong aspects for choosing the product. These aspects lead consumers to feel good, have peace of mind, feel like protecting nature and planets, and longevity.

Originality/value

Honey is popular worldwide, but stingless bee honey has little information on how consumers perceive it and on the purchasing decision chain. The results of the present study provide important information to enhance the consumption of this product with social and environmental importance and the growing demand for natural products that replace refined sugars.

Details

British Food Journal, vol. 126 no. 7
Type: Research Article
ISSN: 0007-070X

Keywords

Article
Publication date: 28 October 2020

Nicholas McGuigan, Ellen Haustein, Thomas Kern and Peter Lorson

This paper aims to introduce an analytical focus on an individual’s integrative thinking capacity to further understand integrated thinking within the organisation. Integrated…

Abstract

Purpose

This paper aims to introduce an analytical focus on an individual’s integrative thinking capacity to further understand integrated thinking within the organisation. Integrated thinking is an elusive concept, gaining in prominence through its use by the International Integrated Reporting Council (IIRC), without specific guidance or a commonly understood framework. To date, the academic debate on integrated thinking addresses the organisational level only. However, thinking is a process occurring within the mind of an individual and therefore the prerequisites for integrated thinking at the individual level needs to be considered. Critical reflection is, therefore, provided on the interplay between integrative and integrated thinking.

Design/methodology/approach

This paper draws on conceptual systems theory and case site analysis to reflect how integrative thinking can be encouraged and supported within the individual and how integrated thinking can hence be fostered within organisations.

Findings

The paper analyses and discusses four sites of integrative thinking: the Athenian democracy; the Minangkabau community; the Quakers and consensus decision-making; and the Apis Mellifera and the hive mind. The findings from these different sites illustrate that integrative thinking can be supported by specific structural, organisational and individual contexts and stimuli.

Originality/value

Extending the context of integrated thinking analysis outside of the organisation and analysing these sites through components of integrative thought, this article provides further insights into how integrated thinking can be fostered within different organisations. The implications of these findings for accounting and professional institutions, organisations and the ongoing professional development of accountants are discussed.

Details

Meditari Accountancy Research, vol. 29 no. 4
Type: Research Article
ISSN: 2049-372X

Keywords

Article
Publication date: 10 May 2011

Gayle C. Avery and Harald Bergsteiner

The purpose of this paper is to present an alternative leadership model to the prevailing shareholder‐first approach that research, management experts and practice indicate can

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Abstract

Purpose

The purpose of this paper is to present an alternative leadership model to the prevailing shareholder‐first approach that research, management experts and practice indicate can lead to higher performance and resilience of a firm.

Design/methodology/approach

This conceptual paper is based on published literature, empirical research, and observations conducted in firms worldwide.

Findings

Avery and Bergsteiner's 23 principles differentiate sustainable or “honeybee” practices from shareholder‐first or “locust” leadership. Sustainable practices are arranged in a pyramid with three levels of practices and five performance outcomes at the apex. A total of 14 foundation practices can be introduced immediately. At the next level in the pyramid, six higher‐level practices emerge once the foundations are in place. Finally, three practices cover the key performance drivers of innovation, quality, and staff engagement – all of which end customers' experience. Together the 23 practices influence five outcomes, namely brand and reputation, customer satisfaction, operational finances, long‐term shareholder value, and long‐term value for multiple stakeholders.

Practical implications

Given that research and practice show that operating on sustainable principles enhances business performance and resilience, executives are urged to adopt these practices over business‐as‐usual. If self‐interest does not motivate this change, as it appears to have already done at Wal‐Mart, then major stakeholders or legislators can be expected to force such changes in the future.

Originality/value

This paper provides an answer to the question of whether there is there an alternative to the shareholder‐first leadership model. Its response is: yes, a demonstrably effective alternative already operates among many successful enterprises around the world.

Details

Strategy & Leadership, vol. 39 no. 3
Type: Research Article
ISSN: 1087-8572

Keywords

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