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Geographical Indications (GI) are complex and multi-purpose institutions. Their objectives include encouraging diversification of agricultural production, improving farmers’ income, countering depopulation of rural areas, satisfying consumer demand for high-quality good, and protecting consumers from food fraud. The authors argue that such objectives are not necessarily aligned as divergence may arise among stakeholders (such as farmers, consumers or rural communities) about the optimal design of the GI. The paper aims to discuss these issues.

The authors developed a simple, static game-theory model describing the basic choices that a planner faces in designing a GI.

The authors conclude that the optimal organization requires finding trade-offs among conflicting but equally desirable objectives. Perfect monitoring is not a sufficient condition to resolve such conflicts. Sub-consortia and flexible production agreements may increase the efficiency of a GI.

The authors described basic trade-offs in GI design using the simplest possible model. To this purpose the authors introduced limiting assumptions that may be relaxed in future research. The representation of the GI agreement focussed on the quality level only, abstracting from all other consideration. Using a static model prevented us from explicit modeling of (loss of) reputation effects. The simplifying assumptions about consumer behavior and cost functions have reduced the generality of the results. Extensions of the model may consider introducing additional elements in the GI agreement such as production areas or governance models, dynamic games and general functional forms.

The authors found that in designing a GI: first, promotion approaches revolving around small groups of local leaders (i.e. efficient, high-quality producers) might overshoot quality, resulting in unsustainable production agreements; second, introducing degrees of flexibility in the production agreement may help achieving a sustainable GI; and finally, sub-consortia/optional labels may help dealing with producers’ heterogeneity.

The authors found that setting a high standard in the production agreement is not sufficient condition for delivering quality food to consumers, as producers might have incentive to commit frauds. A simple command and control approach to quality in GI’s is not always the most efficient strategy, because it may reduce participation. In designing the GI, the goals of identity preservation and food quality must be balanced with consideration of producers’ incentives. The involvement of producers in the design of the GI is a critical success driver. Yet, this practice can be problematic because of producers’ heterogeneity.

The paper provides theoretical foundation for best practices in forming a GI, including: multi-stakeholder involvement, management of farmer heterogeneity and monitoring.

This study analyzes the long-term effect of merger and acquisition (M&A) activity on the profitability, efficiency and liquidity of the largest 500 farmer cooperatives in the United States.

Secondary data from the U.S. Department of Agriculture are complemented with primary data collected from print media publications about M&A activity by US farmer cooperatives. The analysis is based on group comparisons of means and distributions to study the effect of M&A activity on financial performance.

Farmer cooperatives with M&A activity generally have lower profitability, efficiency and liquidity than farmer cooperatives without M&A activity, both at the time of the merger or acquisition as well as afterward. Marketing cooperatives in particular perform worse following M&As. Also, the post-merger performance of farmer cooperatives with M&A activity is not affected by the profitability, efficiency or liquidity of the target.

Research on the post-merger performance of farmer cooperatives is both scarce and dated. This study analyzes the effect of M&A activity for a relatively large sample and a relatively long time period (2005–2020).

Professional football clubs currently strive for a number of concurrent goals, ranging from on-field success to profit maximization to fan expansion and engagement. The purpose of this paper, theoretically informed by the social penetration theory, is to analyze the economics behind such goals and examine the association between team performance, commercial success, and social media followers in professional team sports.

A data set relating to 20 European professional football clubs that combines financial (revenues and costs), sporting, and digital-reach measures for three consecutive football seasons (2013/2014 to 2015/2016) was used. In addition, to elaborate on this data in terms of a descriptive study, the study constructs a range of correlation statistical tests and linear modeling techniques to obtain quantitative results.

The results indicate that all the three main sources of club revenues (match-day, commercial/sponsorship, and broadcasting) are positive drivers for Facebook followers. Staff investments (staff costs) are also positively related to Facebook followers, albeit to a lesser extent, while higher-ranked clubs seem to follow a constant approach in terms of their revenues and cost structure.

This study seeks to bridge the communication and sport economic research, providing evidence that Facebook followers are part of the cyclical phenomenon of team revenues and team performance. In doing so, it initiates a debate on the relationship between the digital expansion of a football club and its sports and financial indicators.

I have been involved lately in a committee which is thinking about planning for my university, so I have been forced to think about planning myself. Planning is a good or a bad word depending to a considerable degree, I suspect, on whether one is doing the planning or whether one is being planned. My reflections on the subject have taken the form of twelve rather haphazard propositions, none of which I put forward as being necessarily true, but which are perhaps plausible enough to be worth investigating.

The purpose of this paper is to propose a food supply chain (SC) integrity framework in the context of halal food.

This paper provides a discussion on the development of food SC integrity framework using triangulation of interviews’ insights with literature.

Current industry practices such as standards have not been sufficient in embracing the concept of food SC integrity. As the food SC is complex, food SC integrity framework is proposed as a solution. This paper proposes food SC integrity framework for halal food. It consists of four dimensions, namely: raw material, production, service, and information integrity. In addition, key elements for each dimension are derived from the interviews’ insights.

The framework provides the evidence that the safeguarding of halal food integrity does not rely solely on certification; but it requires an extensive effort beyond certification.

Safeguarding of food integrity should involve all stages and actors of the SC. Religious standards should incorporate SC integrity profiling through a controlling mechanism to promote higher food product integrity.

Food SC integrity framework is important to religious food as it plays a significant role to the population. This study contributes to a newly developed SC integrity framework in the context of halal food.

The second of a two‐part article (Part I published in IJPSM , Vol. 5 No.1) which continues the historical overview from 1949 when the new democratic government instigated administrative reforms based on initiatives from foreign research. In the period after the Second World War attempts at reform were hindered by increased number of Civil Servants and economic problems, particularly inflation and a fall in the standard of living. Traces the difficulties which emerged between the bureaucracy and successive governments as a direct result of their failure to appreciate the role of the bureaucracy. The 1960 revolution led to the establishment of three bodies with specific tasks to change the structure of the economic and administrative systems and to implement five‐year plans, but which met with limited success. Discusses the ensuing excessive review and evaluation in every sphere of state activity which has continued to date.

This study aims to minimize the cost and time of blood delivery in the whole blood supply chain network (BSCN) in disaster conditions. In other words, integrating all strategic, tactical and operational decisions of three levels of blood collection, processing and distribution leads to satisfying the demand at the right time.

This paper proposes an integrated BSCN in disaster conditions to consider four categories of facilities, including temporary blood collection centers, field hospitals, main blood processing centers and medical centers, to optimize demand response time appropriately. The proposed model applies the location of all permanent and emergency facilities in three levels: blood collection, processing and distribution. Other essential decisions, including multipurpose facilities, emergency transportation, inventory and allocation, were also used in the model. The LP metric method is applied to solve the proposed bi-objective mathematical model for the BSCN.

The findings show that this model clarifies its efficiency in the total cost and blood delivery time reduction, which results in a low carbon transmission of the blood supply chain.

The researchers proposed an integrated BSCN in disaster conditions to minimize the cost and time of blood delivery. They considered multipurpose capabilities for facilities (e.g. field hospitals are responsible for the three purposes of blood collection, processing and distribution), and so locating permanent and emergency facilities at three levels of blood collection, processing and distribution, support facilities, emergency transportation and traffic on the route with pollution were used to present a new model.

The purpose of this paper is to develop a multi‐purpose body form that could be used to develop different types of garments by putting body skins with ease on the standard body form.

Free form deformation method was used to generate a virtual model upon the basis of the averaged wire frame. The virtual model was made into a real‐life model by a rapid prototyping (RP) process, and then, the standard body form was made by molding the RP. The 3D polygon shell for a body skin got flattened down to 2D patterns and made by a urethane material.

The standard body form developed by using 3D body scan data better represented the characteristics of the body shapes than the previously hand‐made ones. In addition, by standardizing the production of the body form itself, it is now possible to make body forms into the standards and be consistent in their qualities.

This paper presents the methodology of utilizing 3D body scan data in a garment design, which is possible by incorporating advanced 3D modeling technologies and 3D data of a human body in making body forms. For the mass production of a body skin, it is necessary to develop various special materials simulating soft tissues.

The apparel industry can enjoy cost cutting effects by using this multi‐purpose body form. A company does not have to spend money in purchasing different sizes and shapes of body forms, let alone saving the spaces to store them once purchased.

In this two‐part article the problems of operating employee appraisal schemes effectively are identified. Appraisal of formal appraisal schemes suggests that most do not operate satisfactorily. Multi‐purpose schemes can be cumbersome and include conflicting objectives. The feedback process can also cause major problems. Such problems can be exacerbated with schemes of 360‐degree appraisal according to their complexity and the role conflicts they can precipitate. In the second part of the article the level of organisational investment needed for schemes to operate effectively is considered. The ways in which competencies, self‐appraisal, and peer audit can be constructively used are examined. Competencies developed for selection purposes may be usefully applied in appraisal, provided they are accurate. The crucial link between formal and informal appraisal processes is considered as is the importance and skills involved in informal appraisal. Finally, the way in which the training needs of appraisees need to be realistically identified and assessed is explained.