Who Eats Seaweed? An Australian Perspective

Abstract

Current seaweed consumption and attitudes and preferences toward seaweed food products in a Western society are investigated to inform the seaweed industry regarding product development and marketing strategies. A national survey of 521 Australian consumers was conducted. About 75% of respondents had eaten seaweed; however, only 37% had consumed seaweed regularly over the past 12?months. Key drivers include health and nutritional benefits, taste, being natural, safe, and fresh. Critical barriers are lack of knowledge and familiarity, and the perception that seaweed is expensive. Females and younger, health-conscious consumers with higher household incomes and levels of education, who are more adventurous with food (neophilic), and who tend to snack and assign symbolic value to food are more likely to consume seaweed. Recommendations for the emerging seaweed industry in terms of target markets and relevant marketing strategies are presented and areas of further research proposed.     

Whiteness,ethnic minorities and advertising in travel brochures

Whiteness theory is used in this paper as an additional way to analyse ethnic minority portrayal in advertising, specifically, the extent to which images of ethnic minorities are dominated by whiteness in travel brochures. A sample of 37 brochures are examined from British tour operators. Culture-based differences in advertising are discussed with a specific focus on how advertising constructs the image of ethnic minorities of peoples of South Asian, Afro-Caribbean and Mixed Race as tourists, workers and local people. We consider the frequency of portrayals of the different racial groups, together with observations about gender, family and social contexts and interaction with whites. The findings show that the portrayal of non-white people is relatively rare and highly constrained.     

Foreign Direct Investment and Enterprise Restructuring in Central Europe

Foreign direct investment is at the forefront of economic policy decisions in Central Europe, as it is expected to accelerate enterprise restructuring and aid in the successful transition to a market economy. This paper contains a panel data study of the effects of FDI in 11 different manufacturing sectors within three Central European economies: Hungary, Poland and the Czech Republic. We find evidence that FDI has increased labour productivity levels in most manufacturing sectors. We are able to differentiate between sectors with a high elasticity of substitution between labour and capital and those that are inelastic. We have also presented evidence to support the theory that the impact on labour productivity is predominantly due to the intangible assets introduced by foreign firms, rather than simply the fixed capital investment associated with FDI.     

Gender Based Differences of Performance and Pay Among Agricultural Economics Faculty

In 1998, the Committee on Women in Agricultural Economics (CWAE) began a tracking project to more closely examine and report on issues and trends in the agricultural economics profession. This study presents results on performance and pay among academics, focusing on differences across genders. Experience and refereed journal articles appear to have the greatest affect on salary differences. Discussion on several academic issues of debate, including nine- versus eleven-month appointments and workload expectations, is also presented.     

The Impact of Human Resource Practices and Compensation Design on Performance: An Analysis of Family-Owned SMEs

A sample of 168 family-owned fast growth small and medium enterprises (SMEs) was used to empirically examine the consequences of five human resource practices on sales growth performance. The results suggest that training and development, recruitment package, maintaining morale, use of performance appraisals, and competitive compensation were more important for high sales-growth performing firms than for low sales-growth performing firms. In addition, we examined the use of incentive compensation in the form of cash, noncash, and benefits and perks for four different levels of employees in family-owned SMEs. The findings suggest that high sales-growth performing firms used more cash incentive compensation at every level in the organization.     

Does Relationship Marketing Age Well?

Most managers agree that close co-operative relationships between business partners yield benefits to all parties. However, some question whether these benefits continue as the relationship ages. This article reports on a study designed to answer this question. The study suggests that, however long the relationship, building trust, commitment and the other components of Relationship Marketing (RM) continue to have a positive effect on the performance of business partners. However, it also shows that, over time, the positive effect diminishes. The authors suggest that managers need to recognize this, and to identify the true costs of building relationships so as to judge whether the diminishing returns justify the effort. Ultimately, managers need to vary their handling of each relationship because standardized RM practices are unlikely to be effective.     

Decentralisation of Pay In the Nhs: Diagnosis and Prognosis

This article analyses why some NHS trusts have departed from national arrangements and adopted a local pay regime, while others have not. It finds that the primary determinant is the attitude of management, particularly the chief executive. This is value driven and not a pragmatic response to the labour market. Although a healthy financial position is a necessary condition for a trust pay regime, it is not an adequate causative explanation. Moreover, while management sets the agenda, the pace, manner and extent of change, are tempered by the cohesiveness and vigour of the staff-side and the power of the medical profession. It also suggests that in some trusts more immediately pressing priorities have taken precedence over the government initiative on local pay bargaining, so it will be some time before fully fledged pay systems are adopted.     

Institutionalization of organizational ethics through transformational leadership

Concerns regarding corporate ethics have grown steadily throughout the past decade. In order to remain competitive, many organizational leaders are faced with the challenge of creating an ethical environment within their organization. A model is presented showing the process and elements necessary for the institutionalization of organizational ethics. The transformational leadership style lends itself well to the creation of an ethical environment and is suggested as a means to facilitate the institutionalization of corporate ethics. Finally, the benefits of using transformational leadership are demonstrated through the components of a psychological contract, organizational commitment, and ethical culture to institutionalize organizational ethics.Dawn S. Carlson is a doctoral candidate in Organizational Behavior at the Florida State University. She teaches and conducts research in the areas of Organization Behavior, Ethics, and Human Resource Management. Dawn continues to be active in the Academy of Management and Southern Management Association. She recently presented a paper at the National Academy Meetings on Work/Nonwork Conflict.Dr. Pamela L. Perrewe is Associate Professor and Chairman of the Management Department in the College of Business at Florida State University. She teaches and conducts research in the areas of Organizational Behavior and Human Resource Management. Pam has recently co-authored a textbook entitled,Strategic Human Resource Management. She is a member of the Academy of Management, American Psychological Association, Decision Sciences Institute and the Southern Management Association (SMA). Recently, she was elected to the Board of Governors for SMA.