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1 – 3 of 3John Robinson, Andi Darell Alhakim, Grace Ma, Monisha Alam, Fernanda da Rocha Brando, Manfred Braune, Michelle Brown, Nicolas Côté, Denise Crocce Romano Espinosa, Ana Karen Garza, David Gorman, Maarten Hajer, John Madden, Rob Melnick, John Metras, Julie Newman, Rutu Patel, Rob Raven, Kenneth Sergienko, Victoria Smith, Hoor Tariq, Lysanne van der Lem, Christina Nga Jing Wong and Arnim Wiek
This study aims to explore barriers and pathways to a whole-institution governance of sustainability within the working structures of universities.
Abstract
Purpose
This study aims to explore barriers and pathways to a whole-institution governance of sustainability within the working structures of universities.
Design/methodology/approach
This paper draws on multi-year interviews and hierarchical structure analysis of ten universities in Canada, the USA, Australia, Hong Kong, South Africa, Brazil, the UK and The Netherlands. The paper addresses existing literature that championed further integration between the two organizational sides of universities (academic and operations) and suggests approaches for better embedding sustainability into four primary domains of activity (education, research, campus operations and community engagement).
Findings
This research found that effective sustainability governance needs to recognise and reconcile distinct cultures, diverging accountability structures and contrasting manifestations of central-coordination and distributed-agency approaches characteristic of the university’s operational and academic activities. The positionality of actors appointed to lead institution-wide embedding influenced which domain received most attention. The paper concludes that a whole-institution approach would require significant tailoring and adjustments on both the operational and academic sides to be successful.
Originality/value
Based on a review of sustainability activities at ten universities around the world, this paper provides a detailed analysis of the governance implications of integrating sustainability into the four domains of university activity. It discusses how best to work across the operational/academic divide and suggests principles for adopting a whole institution approach to sustainability.
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Billy Sung, Felix Septianto, Michelle Stankovic and Chien Duong
Expressions of pride may elicit others’ envy. In the consumer context, prior research has repeatedly demonstrated that such envy significantly affects consumers’ attitudinal and…
Abstract
Purpose
Expressions of pride may elicit others’ envy. In the consumer context, prior research has repeatedly demonstrated that such envy significantly affects consumers’ attitudinal and behavioural responses towards the object of envy. This paper aims to investigate whether this pride-envy relationship is bi-directional. Does being envied by others affect consumers’ self-directed feelings of pride, as well as their subsequent attitude towards a product (i.e. the object of envy)?
Design/methodology/approach
Three experiments examined how emotional reactions of envy from others may influence consumers’ subsequent affective and attitudinal responses towards their own product or purchase. The first experimental study (n = 129) examined whether exposure to benign envy from others evokes higher levels of authentic pride and positively influences product attitude. The second experiment (n = 159) investigated whether exposure to malicious envy from others evokes high levels of hubristic pride, and therefore, negatively influences product attitude. The third study (n = 80) was a quasi-field experiment seeking to provide further empirical support for the relationship between benign (vs malicious) envy and authentic (vs hubristic) pride and their effects on attitude.
Findings
The first experiment showed that when participants observed expressions of benign envy towards them, they expressed authentic pride, which ultimately increased positive attitudes towards the product. The second experiment showed that when participants observed expressions of malicious envy towards them, they expressed hubristic pride, which, in turn, reduced positive attitudes towards the product. The effect of malicious envy was further moderated by susceptibility to social influence, whereby the indirect effect of malicious envy on product attitudes was only significant among participants with high susceptibility. The third experiment demonstrated the relationship between benign (vs malicious) envy and authentic (vs hubristic) pride and the effects on attitude in a quasi-field study.
Research limitations/implications
The present paper aims to fill a research gap by showing how being the recipient of others’ malicious or benign envy affects consumers’ self-directed feelings of pride, as well as their attitude towards a product that is the object of envy.
Practical implications
The current research is among the first to show that the emotional expressions of other consumers can influence existing consumers’ affective responses and attitudes towards a product. These findings highlight the importance of building a positive culture and community around brands and products, whereby other consumers’ consumption of the brand or product is perceived positively.
Originality/value
To the best of the authors’ knowledge, this study is the first empirical evidence demonstrating that others’ expression of benign (malicious) envy may lead to the self-feeling of authentic (hubristic) pride, which has a downstream effect on attitude towards the product.
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Matthew Jenkins, Timothy Munyon and Marc Scott
Endeavoring to expand their global market presence, firms often launch products into emerging markets where managers face the daunting task of deploying products by managing…
Abstract
Purpose
Endeavoring to expand their global market presence, firms often launch products into emerging markets where managers face the daunting task of deploying products by managing available, and often limited, supply chain resources. Yet, literature has not empirically examined managerial resource orchestration in this context. Accordingly, by embedding resource orchestration theory (ROT) into the emerging market context, the authors offer middle-range theorizing on supply chain resource orchestration (SCRO) and empirically test how acquiring, bundling and leveraging activities impact new product launch performance.
Design/methodology/approach
The authors test the model by analyzing empirical data from 175 individual product launches into emerging markets using a survey methodology.
Findings
The authors’ results suggest that SCRO holds the promise of being a viable middle-range theory in the supply chain field, especially where managers face limited resources and must “work with what they have to do what they can.”
Research limitations/implications
The authors’ study also has some limitations. First, because a panel data service company was used to collect the data, the authors were not provided with any information regarding the respondents' company names or other identifying data. Second, because the authors did not directly interact with the respondents nor were the authors able to contact multiple individuals from their respective organizations, the study was limited to a single-respondent design. However, to counter issues associated with single-response bias, the central constructs in the study referenced phenomena related to a specific product launch project as opposed to constructs at the firm or inter-firm relational level.
Practical implications
The authors’ results reveal that SCRO activities can enhance the performance of new product launches, even in resource-starved emerging market contexts.
Originality/value
The results validate measures for several of the SCRO processes (i.e. supply chain resource acquisition, supply chain resource bundling and supply chain leveraging) and provide evidence that supply chain resource bundling and supply chain leveraging mediate the relationship between supply chain resource acquisition and product launch performance. Further, soft logistics infrastructure is found to be an important boundary condition for these relationships.
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