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1 – 10 of 13It does so in a complicated migratory environment. Migration flows are diversifying and show no sign of abating, anti-migration movements are vocal, press coverage of the issue is…
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DOI: 10.1108/OXAN-DB279674
ISSN: 2633-304X
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Belief in democracy as a system has held up as against authoritarian alternatives. The ‘satisfaction’ criterion, however, varies strongly across countries.
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DOI: 10.1108/OXAN-DB281126
ISSN: 2633-304X
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Security officials blame the spike in violence on the influence of drug trafficking organisations (DTOs), which have long transited the country but which increasingly are vying to…
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DOI: 10.1108/OXAN-DB285078
ISSN: 2633-304X
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Guilherme Tortorella, Anupama Prashar, Jiju Antony, Roberto Vassolo, Alejandro Mac Cawley, Rodrigo Peimbert Garcia and Daniel Luiz de Mattos Nascimento
This paper aims to examine the relationship between the implementation of soft lean practices and organizational resilience development in the service sector.
Abstract
Purpose
This paper aims to examine the relationship between the implementation of soft lean practices and organizational resilience development in the service sector.
Design/methodology/approach
A mixed-methods explanatory design that relied on two sequential and complementary phases was adopted. In the first phase, a quantitative analysis was performed based on data collected from practitioners from service organizations, allowing the identification of the significance of this relationship. In the second phase, the authors used semi-structured interviews with experts to qualitatively assess how this relationship occurs.
Findings
Findings indicated that soft lean practices are positively associated with organizational resilience, although the extent of their relationships varies depending on the resilience ability under analysis. Interviews with experts also provided specific details on how such relationships occur, adding insights to the numerical results.
Originality/value
This study provides a deeper understanding of the implications of lean management, specifically concerning the support of soft lean practices to develop organizational resilience. Additionally, the identification of this relationship (and how it occurs) allows service organizations to deploy human-related strategies to promote broader adoption of certain soft lean practices. As socio-cultural changes are usually time-consuming, anticipating these organizational resilience needs may result in competitive advantages in the face of disruptive events.
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Mariana Baldi, Frank G.A. de Bakker and Rodrigo Luís Melz
This study aims to analyse the strategic moves used by major tobacco corporations to thwart the ratification of the World Health Organization’s Framework Convention on Tobacco…
Abstract
Purpose
This study aims to analyse the strategic moves used by major tobacco corporations to thwart the ratification of the World Health Organization’s Framework Convention on Tobacco Control (FCTC) in Brazil.
Design/methodology/approach
The authors conducted a detailed historical case study spanning 1988–2005 and encompassing the period leading up to Brazil’s FCTC ratification. The authors collected qualitative data from various sources to triangulate and develop a comprehensive historical account.
Findings
The historical analysis identified three distinct phases. First, the acquisition of a Brazilian cigarette factory, Souza Cruz, by British American Tobacco dramatically altered power dynamics, strengthening the position of the tobacco industry. The second phase regards the era of dictatorship and the efforts of various actors advocating against smoking and the tobacco industry. The third phase involved Brazil’s re-democratisation and the challenges of securing FCTC ratification, during which fierce industry opposition had to be overcome. Throughout these phases, the authors identified four key strategies used by multinational corporations (MNCs) in Brazil to uphold unsustainable practices and products that contradicted public interests instead of reforming them: shaping collective memory, dissimulation, re-presentation and redirecting attention.
Originality/value
This study contributes to critical international business research on emerging economies by examining how Brazil’s position in the global capitalist system has influenced its dependency and how MNCs produce and maintain cycles of poverty and unsustainable practices through the exploitation of power dynamics within the country.
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Nicolás Caso, Dorothea Hilhorst, Rodrigo Mena and Elissaios Papyrakis
Disasters and armed conflict often co-occur, but does that imply that disasters trigger or fuel conflict? In the small but growing body of literature attempting to answer this…
Abstract
Purpose
Disasters and armed conflict often co-occur, but does that imply that disasters trigger or fuel conflict? In the small but growing body of literature attempting to answer this question, divergent findings indicate the complex and contextual nature of a potential answer to this question. The purpose of this study is to contribute a robust cross-country analysis of the co-occurrence of disaster and conflict, with a particular focus on the potential role played by disaster.
Design/methodology/approach
Grounded in a theoretical model of disaster–conflict co-occurrence, this study merges data from 163 countries between 1990 and 2017 on armed conflict, disasters and relevant control variables (low human development, weak democratic institutions, natural resource dependence and large population size/density).
Findings
The main results of this study show that, despite a sharp increase in the co-occurrence of disasters and armed conflict over time, disasters do not appear to have a direct statistically significant relation with the occurrence of armed conflict. This result contributes to the understanding of disasters and conflicts as indirectly related via co-creation mechanisms and other factors.
Originality/value
This study is a novel contribution, as it provides a fresh analysis with updated data and includes different control variables that allow for a significant contribution to the field.
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Stacy Banwell, Lynsey Black, Dawn K. Cecil, Yanyi K. Djamba, Sitawa R. Kimuna, Emma Milne, Lizzie Seal and Eric Y. Tenkorang