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Identify, compare and contrast current and aspirational organisational cultures. Describe desired leadership capacities and how these contribute to building a culture and strategy. Describe ways to align culture with strategy including building an ambidextrous organisation.

Growth remained flat for Tech SA towards the end of 2016. As a subsidiary of a global information technology services firm, Tech SA was under pressure to meet its growth plan. With this in mind, a new culture and values framework to be more innovative, collaborative and responsive had been adopted. This was to match the demands of the volatile, uncertain, complex and ambiguous world the company finds itself in. While the organisation had a tradition of serving long-standing clients and contracts to high standards, it was not used to working with radical change and disruptive innovation. To achieve this, significant changes in leadership behaviours were required. The organisation had recognised the need for these changes and a leadership development programme was devised to enable 200 of its top leaders to make the required cultural and behavioural shifts to lead in these times. Although the leadership programme was well into its second year, the targets of the growth plan had not been achieved and the leadership behaviours had not yet been instilled across the business. If the growth plan was not achieved, John would need to consider cost-cutting and retrenching. This was the last thing John wanted to do as he had worked alongside his colleagues for 12 years. What else could John do and say to the leaders to make the required changes urgently needed as a matter of survival? What would it take to deliver to existing clients and explore new products and markets?

Masters, Masters of Business Administration (MBA), Executive MBA and Executive leadership.

Teaching Notes are available for educators only.

CSS 7: Management Science.

The subject areas are marketing, entrepreneurship, strategy or organisational design, operating in emerging markets and social entrepreneurship.

The study is applicable to MBA students, masters-level students and students of executive education.

The case outlines the context and current decisions and dilemma facing Essay Gifts, which is a successful enterprise based in Cape Town, South Africa, supplying a local market in corporate gifting since 2006. The emerging market is facing economic decline and rising unemployment sitting at 25 per cent and up to 48 per cent in the youth market. After seven years of operating from a home-based office, Beatrice has moved into an office block in an upcoming area in Cape Town as they anticipate bullish targets for the upcoming year. The decision facing her now is whether to also sign a lease for a vacant retail shop downstairs from her office to sell ready-made gifting solutions. To meet the social mission, Essay Gifts is using township-based suppliers to develop the products, and this is proving an often unreliable and inconsistent source of supply and the current orders may not even be met at this particularly busy end-of-year period. How does Beatrice scale the business and what business is she in after all? Is she an entrepreneur, striving to increase the size of her business and her revenue, or is she a social entrepreneur creating employment opportunities for others?

The paper enables to identify the determining features of a social enterprise and the dynamics involved in balancing the social and commercial missions; understand the complexities of entrepreneurial operations in emerging markets; identify scaling up and strategic growth strategy options for social enterprises and small and medium-sized enterprises; and distinguish entrepreneurial marketing strategies in contrast with traditional marketing strategies.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 3: Entrepreneurship.

Recently there has been a resurgence in the study of how ideas shape policies. Two perspectives which dominate this literature are what Habermas has called the empirical‐analytical tradition and historical‐hermeneutic tradition. These two epistemological positions represent contrasting views. They depict very different pictures of how ideas sway popular values and the policy choices confronted by policymakers. Each also raises important questions about how the processes of knowledge formation and promotion unfold and what actors play a dominant role in furthering these developments.

Originally developed by the Japanese firm Toyota in the 1950s, the core innovation of lean production is to reorient all organizational activity around continuous improvement and the elimination of waste. We use the case of lean production in two healthcare organizations to explore the process of translating management models into new environments (Czarniawska & Sevón, 1996; Mohr, 1998). We draw on insights from organizational sociology and social movement theory to understand the strategies of actors as they attempt to overcome opposition to model transfer (Battilana, Leca, & Boxenbaum, 2009; Friedland & Alford, 1991; Snow, Rochford, Worden, & Benford, 1986). We examine two attempts to export lean production to healthcare organizations: Riverside Hospital, a research and teaching institution, and Lakeview Associations, a managed health provider. We use these cases to illustrate two ways that management models can get lost in the process of institutional translation: model attenuation, and model decoupling.

The purpose of this paper is to report on research investigating the relationship between physical activity and workplace design. In particular, the paper explores the social–ecological context of a new workplace building. This paper seeks to understand why better physical activity outcomes for the staff were not observed in the new building despite influence from a staff wellness committee during design; achieving success against existing best-practice indicators; and staff reporting increased feelings of wellness, energy and satisfaction with the new building.

Three design aspects are taken as a focus from within an opportunistic pre-/post-physical activity study of an organisation as they move from a building they occupied for 30 years into a new purpose-designed building. This study was conducted through mixed methods, incorporating ethnographic, architectural and quantitative means.

The social, spatial and personal context is important for understanding participant workplace-based physical activity. Despite the health and well-being goals and 5 Star Green Star outcomes of the new building, participants were sedentary for a substantive part of their workday in both buildings.

A well-designed environment can support staff feeling healthier, but the 5 Star Green Star rating does not implicitly ensure a healthier, activity-promoting environment. Facilities managers and designers can act to provide physically active paths as the most straightforward circulation option in workplaces.

The originality of this study lies in the opportunity to conduct a pre-/post-study of physical activity where the organisation, workforce and type of work are constant and where the variable is the building design, spatial configuration and location. The methods used in this study draw from both health promotion and architectural research practices.

On the basis of data from a project that examined the school experiences of children who were seen to have readiness risks, this chapter examines the child in the child-centered classroom and how this child shaped by our notions of development. Across the classrooms observed, the teachers seemed to teach to a kindergarten prototype, a generic child who had the social, physical, and academic maturity and did not have much pedagogical support. The data are then read through three conceptualizations of development (postmodern deconstruction, developmental realism, and cultural developmentalism). I argue that I use these conceptualizations almost simultaneously in my work and that a hybrid reading highlights the invisibility of individual children in child-centered classrooms.

For the 15 member states of the Caribbean Community (Caricom) to join and to introduce a measure of equity to the emergent global information society, they must be able to manage and exploit digital communication networks, technologies, products and services in ways that nurture and advance Caribbean knowledge, culture and development. This requires a type of digital access to the new telecommunication infrastructures these small developing countries as yet have been unable to attain. As a consequence, this paper develops a six‐layered model of societal access that includes physical, financial, cognitive, secure, administrative and operational components, and argues that in the absence of all of these layers functioning together, less advanced economies like those in the Caricom grouping cannot begin to build local innovation, foster knowledge creation and advocate increased equity in the evolving networked society.

The purpose of this paper is to examine how perceived performance risk moderates consumers' evaluations of different types of promotions, including extra free product promotions (e.g. buy‐one‐get‐one‐free deals or BOGOFs) and price discounts (e.g. 50 per cent off). Some evidence shows that consumers prefer extra free products to discounts because of mental accounting, and the way that these different types of promotions are framed. This research explores a new moderating link in the consumer behaviour literature by showing that perceived performance risk, through its effect on a consumer's tendency to stockpile, moderates consumers' evaluations of extra free product promotions and price discounts.

This research uses a cross‐sectional experiment to manipulate perceived performance risk, type of promotion and promotion size, and measures consumers' value perceptions and purchase intentions. The experimental method provides greater internal validity and addresses calls in the literature for more experimental research in pricing and sales promotion studies.

The results indicate a clear and strong moderating effect for perceived risk on consumer value perceptions and preferences for extra free product promotions and price discounts. Specifically, for products low on performance risk consumers tend to attribute higher value to extra free product promotions than they do to discounts. The reverse occurs for products high on performance risk where consumers attribute higher value perceptions towards price discounts than they do to extra free product promotions. These findings have implications for a variety of different product categories including innovative new products, products with higher absolute promotion levels, and other categories where perceived risk is likely to vary.

These findings are consistent with and extend the literature on sales promotions by showing that existing theory holds for products low on performance risk, but that the theory should be extended for products high on performance risk. Therefore, retailers and managers should think carefully about how to frame promotions based on consumer perceived risk. The findings here highlight and present a more complete picture of the implications of different promotional types.

A variety of studies have examined consumer response to the design of a promotional offer (e.g. discount size, absolute versus relative amounts). Yet few studies have compared and examined consumer response to monetary and nonmonetary promotions. This study is the first study to examine the moderating role of perceived performance risk on consumer perceptions of different promotional frames and contributes by integrating literature in the area of perceived risk with literature in the area of sales promotions to provide a broader theory of consumer response to different promotional deals.