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This chapter looks at how Latin American immigrants go about shopping for groceries in Nashville, Tennessee, and relates this simple act to a wider political economy. The chapter examines the act of shopping for groceries and the immigrants' preferences through elements largely ignored by the prevailing economic paradigm. To some extent, the immigrants are aware that their mode of shopping is not entirely “rational” and that their choices are often informed by nothing more than “feelings” toward a place or product. The ethnography examines how the immigrants deal with their now dislocated practice of shopping in their everyday life in the new city. In examining this process, the ethnography considers the public spaces in which the practice of shopping takes place, and includes both those stores catering directly to immigrants and those serving a wider market.

The predominant role played by large-scale retailers in consumer goods markets has led to substantial changes in the promotion and advertising flows of companies operating in this sector. Manufacturing companies are in fact investing an increasingly larger share of their resources in communication strategies managed by retailers by way of in-store communications, taking advantage of both traditional and digital media. As a result, besides being a place of purchase, the point of sale has become an environment where customer relationships are being built and developed over time. In this book chapter, we take a closer look at current in-store communications via cutting-edge digital media solutions designed to boost customer experience and brand loyalty. To gain a better understanding of these new forms of communication, we have also conducted a qualitative case study on “The Supermarket of the Future,” a new retail format recently launched by Coop Italia in Milan, using data from different sources, including internal and external document reviews and in-store observations. Overall, this study outlines an innovative customer relationship format consistent with an omni-channel approach and informative in-store communications integrating traditional and new digital media.

• Service robots (SRs) in retail is an emerging topic for both scholars and practitioners.

• Most of the studies are performed in the field using observational methods.

• To date, there is a lack of using uniform frameworks in order to fully understand customer–robot interactions.

• The dark side of robots in retail is still an underexplored area.

Service robots (SRs) in retail is an emerging topic for both scholars and practitioners.

Most of the studies are performed in the field using observational methods.

To date, there is a lack of using uniform frameworks in order to fully understand customer–robot interactions.

The dark side of robots in retail is still an underexplored area.

Scholarship on alternative organizations and cooperatives has argued that networks and intermediaries foster organizational form stability and protect collectivist-democratic organizations from rationalization as well as decoupling. This study of field-level organizing among food co-ops in the United States shows that rather than buffering collectivist organizations from conventional market and rationalization pressures, meta-organizations can also serve as a conduit for rationalizing pressures, subjecting vulnerable organizations to what I call quasi-coercive isomorphism. Using interviews of field participants, ethnographic observations of conferences, and content analysis of organizational documents, I examine the formation and impact of National Co+op Grocers, a meta-cooperative created to leverage scale and pool resources among food co-ops. I find that this meta-organization enforced grocery industry-oriented norms of operation, management, and presentation among its member organizations in return for providing mutual liability and economies of scale. This focus on select operationally scalable processes and structures for support generated isomorphic pressures that exposed, rather than sheltered, co-ops, especially smaller, resource-poor ones, from industry standards. The meta-organization thus promoted a sectorized model of more marketized practices for the field’s cooperatives that pushed co-ops to adopt conventional grocery store practices and distanced them from the practices of other cooperative form fields. Moreover, the potential of cooperative form-specific elements for scaling was not realized: collective ownership and democratic governance remained local concerns. These findings suggest that whether meso-level cooperation among cooperatives can support alternative form maintenance is contingent on the structure and scope of the meta-organization and on the perceived scalability of operational and governance elements of the cooperative organizational form.

The recent “reverse”¹ discrimination decisions by the Supreme Court involving the admissions decision-making policies at the University of Michigan² illustrate the underlying need for private and public entities to justify the need to reach or maintain diversity within an organization. Clearly, the equality of the decision-making methodology and criteria used to obtain and maintain diversity was an issue, but perhaps more pressing was the question of whether such programs were necessary. The issue of parity is at the very center of these cases. If the normal admissions process would have resulted in obtaining the predicted number of minority admissions then there may no longer be a need for such programs. While the university cases have been most publicized recently, matters involving affirmative action plans and governmental programs to enhance diversity (such as minority contractor set-asides) face similar questions of parity.

This chapter provides an insider perspective on the Quantified Self (QS) community. It is argued that the overall approach and methods used in the QS community have not been adequately described. Consequently, the aim of the chapter is to give an account of the work performed by self-trackers in what we coin the 1-Person-Laboratory (1PL). Additionally, the chapter describes other aspects of the 1PL, for example the methods, procedures and instrumentation that are being used and the knowledge sharing taking place in the QS community. With a point of departure in empirical cases it is demonstrated how QS self-trackers put their own questions, observations and subjective experience front and centre by using their own instrumentation and data sets in their personal laboratories. In the 1PL, the causalities that are looked for are not aimed at generalisation to an entire population; on the contrary, the causal connections on the level of the person are essential for discovery by the individual.

Alain Bouchard was born in 1949. He bought his first convenience store in 1978, when he was almost 30 years old. By then, he already had nearly 10 years of experience in the sector. He had already been involved in the start-up of more than 200 convenience stores. He understood that if he was to transform his newly acquired store into a chain and build something big, he needed to set up a team of people with complementary skills to help him make acquisitions.

In 2023, there are roughly 15,000 convenience stores operating under the Circle K/Ingo/Couche-Tard banners, employing 130,000 people in more than 30 countries. Annual sales are more than US$60 billion. Alain Bouchard officially retired from his position as President and CEO in 2014 and became Founder and Executive Chairman of the Board. He continues to be a major shareholder. He is still actively involved in strategic orientations and in identifying potential acquisitions. He has become a ‘Chief Culture Officer’ involved in executive leadership mentoring. He has never stopped communicating the importance of innovative, creative and intrapreneurial behaviour at all levels of the enterprise.

This case study presents Alain Bouchard, the man and the entrepreneur. It shows how he learned and mastered the craft of starting, acquiring, managing and developing convenience stores. It looks at how he encouraged the people around him to act as facilitators and intrapreneurs. It describes his values, how he works and learned to live with risk.

Machine learning and artificial intelligence (AI) have arisen as the availability of larger data sources, statistical methods, and computing power have rapidly and simultaneously evolved. The transformation is leading to a revolution that will affect virtually every industry. Businesses that are slow to adopt modern data practices are likely to be left behind with little chance to catch up.

The purpose of this chapter is to provide a brief overview of machine learning and AI in the business setting. In addition to providing historical context, the chapter also provides justification for AI investment, even in industries in which data is not the core business function. The means by which computers learn is de-mystified and various algorithms and evaluation methods are presented. Lastly, the chapter considers various ethical and practical consequences of machine learning algorithms after implementation.