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In this paper, we conduct a conceptual and bibliographic analysis of the literature that deals with the international strategy of state-owned enterprises (SOEs), with particular attention to SOEs from emerging economies (EEs). We first review the state of the art in defining the concepts of EEs and SOEs. We then conduct a detailed bibliographic analysis of the literature pertaining to SOEs’ involvement in international activities, whether as outward foreign investors or as potential local partners of inward-investing multinational enterprises. The analysis covers general trends in the literature, prominent research questions and outcome variables, use of theories, and choices pertaining to methodology (type of research and effects, empirical contexts). We document a literature that is fast-growing and well balanced in some respects. In other respects, we advance recommendations pertaining to (a) consistency and precision in the use of the concepts of “state-owned enterprise” and “emerging economy”; (b) search for specific evidence on the outward activities of EE SOEs in less-developed economies and even in other EEs, and on their performance; (c) understanding of relative propensities of local SOEs and inward investors to collaborate, and what happens when SOEs encounter each other across borders; (d) opportunities to strengthen the theoretical foundations and contributions of this research; and (e) minding the mix of home and host countries in studies and avoiding undue generalization from what has become a predominantly China-centric literature.

Three decades of academic and professional discourse on HR technologies (HRTs) have produced continued disagreement over construct definitions and research streams that are highly fragmented. These realities suggest that greater consistency in meanings is sorely needed if we are to integrate and upgrade knowledge in this area. This chapter draws on the findings of a systematic research review to properly define the content domains of human resource information systems (HRIS), virtual human resources (virtual HR), electronic human resource management (e-HRM), and business-to-employee (B2E) systems. An integrative synthesis was performed on 242 system-level writings that appeared in the literature from 1983 to 2017. The weight of the evidence strongly supports treating HRIS, virtual HR, e-HRM, and B2E systems as independent, complimentary constructs. While the first three comprise a firm’s HRT system, the fourth construct is more appropriately positioned in the business-collaborative system. The sample was further evaluated with an analytic framework to detect patterns of practice in research designs. This revealed that much more attention has been focused on system actions and outcomes than on attitudes and system characteristics. Different units of analysis were well represented aside from trans-organizational studies. Finally, a case is made for better contextualizing HRT research by recognizing differences in assimilation stage, functional penetration, and collective proficiency. These factors are rarely mentioned, let alone studied, raising additional concerns about measurement error. Detailed suggestions are offered on ways to incorporate them. Together, these materials should promote more sophisticated and generalizable assessments of technology, improving our ability to understand its impacts.

Stanford contributed significantly to the organizational culture movement that occurred in organization studies from 1970–2000. This chapter traces developments at Stanford and puts the contributions of its researchers and scholars in the context of the many influences that shaped the study of organizational culture during this period. In addition to the historical account, there is speculation about why the culture movement at Stanford more or less ended but might yet be revived, either by those studying institutionalization processes or by those who resist them.

This study extends previous literature on social exchange by investigating the mediating effects of leader‐member exchange on the relationship between procedural justice, job attitudes and turnover in a unionized setting. Past research has shown that procedural justice and subordinate/supervisor exchanges are related to job attitudes and turnover. These relationships have normally been studied in non‐union settings, in which union contextual variables are not considered. The current study uses hierarchical linear modeling to test theoretical models of these relationships in a unionized setting, where procedures and managerial treatment are more clearly defined and regulated. Results reveal that both procedural justice and leader‐member exchange are related to organizational commitment and job satisfaction and leader‐member exchange is related to actual turnover. Leadermember exchange partially mediates the relationship between procedural justice and these job attitudes after accounting for the effects of union commitment (at the individual level) and union‐management relations (at the store level). From a managerial perspective, our results emphasize the importance of proper selection, training and performance appraisal of supervisors, with treatment and support of employees as a main focus.

The chapter begins by examining the origins of sociology of sport in Spain, which dates back to the transition to democracy, during which period sport became transformed progressively from an object of social concern into an object of sociological study. It then goes on to analyse the main factors of activation in particular processes of university teaching staff accreditation which acted as catalysts for the set of processes that fostered the emergence of sociology of sport in Spain. Lastly, the principal study fields are analysed by grouping them into three areas: sport and society, social attitudes to sport and sport facilities and organisations. In the conclusion, an assessment is made of contributions made to the speciality as well as of sociology of sport’s progressive internationalisation, a rare phenomenon prior to 2005 which is now regarded as a major indicator of the maturity of the discipline.

This chapter examines the long-run behavior of real food prices and the impact of food prices on poor and vulnerable households. It also examines the price policy responses of governments to high and volatile food prices, and the impact of food prices and policies on the poorest in the society.

We focus on the impacts of food price changes on individual households, particularly on those living near the poverty line using the standard World Bank measure of poverty at US$1.25 per day in purchasing power.

We found that the effect of an exogenous increase in food prices typically raises poverty in the short run when many poor households are net buyers of grain and wage rates do not have time to fully adjust. In the long run, higher food prices increase food output and raise the wage rates of poor households from unskilled off-farm labor. The end result is that higher food prices can contribute to long-run poverty reduction.

Combining the impact of the price changes and government policy responses allows an assessment of the overall impact of higher world food prices on poverty.

We aim to understand what happens when larger social and cultural myths become the incarnate understanding of consumers within the firm. This paper uncovers the varied myths at play in one Finnish company’s status as an inadvertent cultural icon.

Through a qualitative inquiry of Finland’s largest dairy producer and by employing the theoretical lens of myth, we conceptualize the entanglement of broad cultural, social, and organizational myths within the organization.

Macro-mythic structures merge with everyday employee practice giving consumer understanding flesh within the firm (Hallet, 2010). Mythological thinking leaves organizational members inevitably bound up in a form of consumer knowing that is un-reflective and inadvertently effects brand marketing management.

Working through a nuanced typology of myth (Tillotson & Martin, 2014) provided a deeper understanding of how managers may become increasingly un-reflexive in their marketing activities. This case also provides a cautionary tale for heterogeneous communities where ideological conflict underscores development and adoption of contemporary myths.