This paper aims to investigate inferences consumers make about organic and all-natural labeled products in both food and non-food contexts using the health halo effect as a…
This paper aims to investigate inferences consumers make about organic and all-natural labeled products in both food and non-food contexts using the health halo effect as a theoretical foundation.
This paper uses three experiments to test the effects of organic and all-natural labeling across three product types, food, personal hygiene and household cleaning, while controlling for environmental attitudes.
The results of the experiments in the context of food, personal hygiene and household cleaning products suggest that both organic and all-natural labeling produce halo effects. Distinct findings are presented across the three product types.
Findings indicate that consumers may make unwarranted inferences about both organic and all-natural labeled products and demonstrates that the health halo effect is a potentially robust phenomenon, pervasive across a diverse array of products. This research used a crowdsourcing platform for sample recruitment. Future research should validate the results of these experiments with other sample types.
This research suggests that consumers may make similar unwarranted inferences for diverse products bearing organic and all-natural labels. These inferences are particularly intriguing given the differing regulatory requirements for the labels
Organic and all-natural labels are ubiquitous in both food and non-food products. However, research on either label primarily exists in a food context and has not directly compared the labels. Understanding the inferences consumers make based on the labels across product types is imperative for both marketing and public policy.
Purpose: This literature review aims to answer the calls for further exploration of scaling challenges and opportunities for social entrepreneurs (SEs). We address the scaling…
Purpose: This literature review aims to answer the calls for further exploration of scaling challenges and opportunities for social entrepreneurs (SEs). We address the scaling issue of social entrepreneurship through the theoretical lens of sustainable business models. Methodology: This paper investigates, on a multilevel approach, 340 journal articles published in one of the 20 peer-reviewed journals in management, entrepreneurship, CSR, organizational behavior, and nonprofit. It also considers influential articles due to their relatively high citation count (i.e., more than 150 times) outside of those selected journals. This paper furthermore analyses in-depth 32 scaling articles. Findings: This study positions the topics of social entrepreneurship over the last decades, together with the six types of scaling strategies: scaling up, scaling down, scaling across, scaling deep, scaling out, and diversification. It also discusses 15 challenges related to the scaling efforts by SEs. It furthermore elaborates on potential leads for research and practice regarding scaling social impact. Social Implications: There are many pathways for SEs to increase their impact on society, even though it remains quite challenging to achieve for most. Understanding what possibilities or limitations apply to individual SEs is but a first step in developing the full potential of social entrepreneurship. Originality: This paper approaches scaling from three complementary levels of analysis, i.e., individual, organizational, and institutional. Thus we provide more clarity and a nuanced perspective on past and future research regarding scaling challenges and opportunities.
Purpose: To examine the refugee women's empowerment and integration component of the pilot program of a Turkish social entrepreneurial organization (SEO) specialized in supporting…
Purpose: To examine the refugee women's empowerment and integration component of the pilot program of a Turkish social entrepreneurial organization (SEO) specialized in supporting disadvantaged women's empowerment. Methodology/Approach: The chapter utilizes a comparative qualitative case study approach to investigate the interplay between the dimensions of: business model, knowledge acquisition, and learning experiences, the achievement of goals, and scalability in determining social innovations. Findings: Despite the widespread belief that women's cooperative is an ideal business model for inclusivity, the chapter presents a variance in achieving this goal. The results propose that a strong business model, enhanced with knowledge acquisition and learning, and an inclusive approach to innovation, enable a women's cooperative to offer desirable solutions to community needs, improving its chances for higher impact. Research Limitations/Implications: The chapter adds to social entrepreneurship literature by offering multilevel analysis in examining social innovation, which has been often neglected as a research approach in the field. It asserts that an investigation into the community as a unit of analysis promises to be viable research in social innovation studies. Practical Implications: An inclusive approach that develops relations with the broader community and networking with other cooperatives and social actors is essential for women's cooperatives. Social Implications: The SEO's increasing local reach and impact have made it a strong actor in women's empowerment on the ground and force for institutional change. In the long term, SEOs' actions targeting multiple actors of influence will increase the chances of suggested framework changes accepted by policymakers.
This study explored employee trust in management, perceptions of supervisory support for improvement, and perceptions of organizational readiness for change during a planned…
This study explored employee trust in management, perceptions of supervisory support for improvement, and perceptions of organizational readiness for change during a planned organizational change effort. Employee data were gathered at two time periods six months apart. Time 1 data were collected just prior to the start of a major change initiative. Time 2 data were collected six months after the change was initiated. Results show a significant increase in supervisory support for improvement and perceptions of organizational readiness for change from time 1 to time 2. Findings also suggest that differences in perceptions of supervisory support for improvement and organizational readiness for change along with trust in management were moderated by goal clarity, employee participation, autonomy, and feedback. Practical implications of these findings are discussed.
Using the Ajzen's Theory of Planned Behavior and Kohlberg's Theory of Moral Development, we look at individual beliefs (What should I do?), intention (What would I do?), and…
Using the Ajzen's Theory of Planned Behavior and Kohlberg's Theory of Moral Development, we look at individual beliefs (What should I do?), intention (What would I do?), and actual behaviors (What did I do?) and the rationale used in each instance. Ten of twelve hypotheses are strongly supported and two are moderately supported. This data set shows that significant differences exist between belief and action, belief and intention, and intention and action and the rationales used to support belief, intention, and action differ from one another. Implications for academic research and managerial practice are discussed and research limitations are examined.
Nonprofit organizations (NPOs) increasingly view social entrepreneurship as means to expand their mission scope while simultaneously diversifying revenue streams and strengthening…
Nonprofit organizations (NPOs) increasingly view social entrepreneurship as means to expand their mission scope while simultaneously diversifying revenue streams and strengthening financial foundations. However, the pursuit of social entrepreneurial ventures often incites a tug-of-war phenomenon between the deep-rooted social welfare logic of the parent NPO and a newly evolving commercial logic at the subsidiary social enterprise (SSE). The present study seeks to understand how NPOs navigate such logic conflicts as they strive to become more entrepreneurial. Based upon case studies of two NPOs, we found divergence in organizational identity, legitimacy, and mission/vision between parent nonprofits and their SSEs as they struggled with a defining question: Are we a program or are we a business? Our research indicates that organizations reconcile such cognitive dissonance through four distinct processes: connecting, variegating, separating, and augmenting social welfare and commercial logic spheres. We, thus, contribute to the social entrepreneurship and nonprofit management literatures by illustrating ways in which noncommercial organizations may address issues of logic divergence when engaging in revenue-generating commercial activities.