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This chapter explores the evolution of a network, initially based on providing sustainable seafood through Loblaw’s supply chain, to a network that is collectively working to improve ocean health. It describes the role of the CEO and key managers, the internal changes taken by Loblaw to become a more sustainable organization, and the external partnering that resulted in a more coherent network with shared goals.

The chapter describes models and theories of sustainable organizations, issue nets, and collaboration and then applies the concepts to understand Loblaw’s sustainability journey and the creation of a network.

The model of the evolution to a sustainable organization is extended to include the journey to sustainable issue or domain networks. What Loblaw and the partnering organizations were able to create suggests that there are increasing levels of collaboration around changing a domain, if there is the courage to take a leap of faith and increase an organization’s time horizon beyond immediate financial demands.

The findings of this chapter will help senior executives with responsibility for shifting supply chains to become more sustainable. In addition, this case provides a new level of detail in describing the journey to sustainability, shifting from a company focus to an issue focus.

The study here examines how business actors adapt to changes in networks by analyzing their perceptions or their network pictures. The study is exploratory or iterative in the sense that revisions occur to the research question, method, theory, and context as an integral part of the research process.

Changes within networks receive less research attention, although considerable research exists on explaining business network structures in different research traditions. This study analyzes changes in networks in terms of the industrial network approach. This approach sees networks as connected relationships between actors, where interdependent companies interact based on their sensemaking of their relevant network environment. The study develops a concept of network change as well as an operationalization for comparing perceptions of change, where the study introduces a template model of dottograms to systematically analyze differences in perceptions. The study then applies the model to analyze findings from a case study of Norwegian/Japanese seafood distribution, and the chapter provides a rich description of a complex system facing considerable pressure to change. In-depth personal interviews and cognitive mapping techniques are the main research tools applied, in addition to tracer studies and personal observation.

The dottogram method represents a valuable contribution to case study research as it enables systematic within-case and across-case analyses. A further theoretical contribution of the study is the suggestion that network change is about actors seeking to change their network position to gain access to resources. Thereby, the study also implies a close relationship between the concepts network position and the network change that has not been discussed within the network approach in great detail.

Another major contribution of the study is the analysis of the role that network pictures play in actors' efforts to change their network position. The study develops seven propositions in an attempt to describe the role of network pictures in network change. So far, the relevant literature discusses network pictures mainly as a theoretical concept. Finally, the chapter concludes with important implications for management practice.

We formally investigate the effects of an inspection system influencing safety of foreign and domestic food products in the domestic market. Consumers purchase domestic and imported food and value safety. Potential protectionism à la Fisher and Serra (2000) can arise: inspection frequency imposed on foreign producers set by a domestic social planner would be higher than the corresponding policy set by a global social planner treating all producers as domestic. The domestic social planner tends to impose most if not all of the inspection on foreign producers, which improves food safety for consumers and limits the production loss for domestic producers. Despite this protectionist component, inspections address a potential consumption externality such as health hazard in the domestic country when unsafe food can enter the country undetected. We then calibrate the analytical framework to the U.S. shrimp market incorporating key stylized facts of this market. Identifying protectionist inspection requires much information on inspection, safety, damages, and costs. We also investigate how to finance the inspection policy from a social planner perspective. Financing instruments differ between the domestic and international welfare-maximizing objectives.

This chapter combines a global value chain methodology with the case of the development of the farmed Atlantic salmon industry in Chile to inform discussions regarding the globalization of economy and society. The research documents the shifting structure of the value chain from the north to the south as Chile replaced northern Europe as the locus of production and the major world supplier of farmed Atlantic salmon. Farmed salmon was supported by the Chilean state as part of its export-oriented industrialization model that attracted foreign direct investment (FDI) from northern TNCs. Chile's low costs of production combined with growing environmental problems in the north and global retailers' demand for large quantities of low-cost product resulted in the restructuring of the farmed Atlantic-salmon value chain as northern capital sourced the south as a lucrative production platform to service northern consumers. A detailed investigation of the rise in dominance of the firm Marine Harvest is provided to illustrate the process of industry concentration the Chilean farmed-salmon industry. This model has generated a legitimation crisis related to environmental degradation and labor abuses resulting in social movement organization both nationally and internationally. The chapter concludes with a discussion of the implications of the Wal-Mart Effect on the agrifood industry in particular and in the farmed-salmon industry in particular.

This chapter examines the case studies in this volume with a focus on concepts and methods used in the study of multi-organization networks and partnerships, motivations to join in multi-party collaboration, how multi-organization collaborations organized and managed, what kinds of value are created by collaborations, and the role of leadership therein.

A comparative look at four vertical networks (in health care and education); two “issue” networks/partnerships (sustainable seafood and water use); and the roles of government in collaboration in horizontal, vertical, and issue-based arrangements.

The chapter describes “lessons” learned about building both sustainability and collaborative capabilities in and across partnering organizations and about improving partnership structures, processes, and results.

The chapter sums and synthesizes the volume’s contributions.

Purpose – The chapter compares gift and market exchange in Hawaiian and New Zealand fisheries.Methodology/approach – The chapter draws upon a combination of original ethnographic fieldwork and literature pertaining to fisheries in both New Zealand and Hawaii.Findings – The privatization of fishing rights in New Zealand, in conjunction with a social policy directed toward Maori addressing colonial dispossession, has resulted in the dominance of market exchange, the creation of a purified version of indigenous gift exchange, and the attempted elimination of any hybrid activities. This has not been a positive outcome for the majority of coastal Maori. Fisheries development in Hawai’i has taken a different path. The flexibility that inheres in Hawaiian fisheries enables ongoing participation in both gift and cash economies.Originality/value – Over the last few decades western economies have witnessed a rapid extension of market approaches to many commonly owned environmental goods, a movement which has been entrenched as global policy orthodoxy. The social consequences of this development have been under researched. This chapter challenges the neoliberal model of using market mechanisms and property rights as “the way to do” natural resource management.

With the outbreak of COVID-19 at the beginning of 2020, many countries attempted to control the spread of the virus by implementing a lockdown policy. This study investigates the impact of the lockdown in Jakarta in 2020 on the economy. The database used the Input–Output (IO) 2015. We employed a bottom-up approach by selecting Jakarta to generate the shock on the economy since only Jakarta constantly applied the lockdown policy named Large-Scale Social Restriction (PSBB) policy in 2020. We earned some useful information on whether the shock in Jakarta significantly impacted the national economy as well as other provinces. Our empirical results revealed that the PSBB policy reduced output in Jakarta by 7.20%, value-added declined by about 8.04%, income waned by 8.08%, and labour shrank by 7.68%. We also found that national output decreased by 1.30% in other provinces, especially those depending on the agricultural sector.

All disasters produce wastes of some kind, be it the trees fallen by a cyclone, a house destroyed by an earthquake, a beach coated by an oil spill, or animals killed by a flood. Postdisaster responses also produce wastes – from the human excreta of people staying in the camp to day-to-day household wastes. The issue of management of wastes created by disasters is becoming an increasingly important issue to be addressed in postdisaster response due to their scale, complexity, and cost. The cost of disaster waste management (DWM) has crossed the billion dollar mark in some of the major disasters, which is necessitating and prompting the emergence of a separate stream of expertise in DWM. In January 2011, the Joint Unit of the United Nations Environment Programme and Office for Coordination of Humanitarian Affairs (OCHA) came out with Disaster Waste Management Guidelines (2011).

Since the late 1970s, US employers have increasingly drawn upon legal temporary labor under the H-2 visa to address their labor needs in low-waged sectors. Ever since, what Clark calls migrant labor activism and conflict in the courts has similarly erupted. However, as she argues in this chapter, making “adversarial legalism” the H-2 way of law has also been a story of comparative state formation. For, the litigation largely reflects the structure of labor migration created after the demise of government-run migration. In this regard, activists wrestle with the problems created by the new role of global labor intermediaries in the recruitment process, absolute employer control over hiring and firing, and the coercion produced in the shadow of a now minimally interventionist state. Drawing upon archival research, interviews with legal professionals, and the entire case law docket in this area, this chapter puts “adversarial legalism” under the H-2 visa in its historical and political context.

The “Blue Economy” is a recent topic of study that spans those economic activities which depend on ecosystem services, thereby including such sectors as tourism, maritime transport, energy, water, fishing, among others. However, there is only limited research approaching the added value produced by marine activities connected with these sectors. This research contributes to the literature by providing interpretations of blue economy factors in terms of their added economic value. The authors deployed secondary data from 2009 to 2020 from the European Union Economy Database to analyze six sectors involving maritime activities: coastal tourism, living marine resources, non-living marine resources, port activities, shipbuilding and repair, and maritime transport. This study highlights how the sustainability of countries depends on the ability to manage their natural resources, especially maritime resources. Furthermore, sustainability depends on the economic interpretation of countries and sectors over time with regard to creating value and managing the activities derived from ecosystem services.