Becoming a tree when I will be dead? Why not! Generation X,Y and Z,and innovative green death practices

Within the theoretical field of ethical consumption, the study focuses on consumer behavior and innovative green death practices. While scarcely investigated in the marketing and consumer behavior research domains, at least four main reasons spur to consider the funeral industry as an interesting subject of enquiry: i) the sector boasts of a significant economic relevance; ii) it is extremely impactful from an environmental and social point of view; iii) it is witnessing interesting innovative processes in the direction of social and environmental sustainability; iv) consumer movements are rising all over the world asking for more sustainable death practices. Thus, adopting an augmented version of the theory of planned behavior (TPB), which includes individuals’ environmentally responsible consumption, and egoistic and altruistic environmental concern, the study investigates behavioral intention to adopt innovative green death practices (a green funeral) of people belonging to three different generations: X, Y, and Z. A purposive sample of 627 Italian people participated in an online the survey. Collected data were analyzed adopting an ordinal logit model. The results confirm the TPB predictive power also in the field of green funeral behavioral intention. Furthermore, environmentally responsible consumption and environmental concern – even though only in its altruistic component – positively influence behavioral intention, and generation exerts a moderating effect among the examined constructs. Overall, the research attempts to enrich the literature on ethical consumption by exploring the underinvestigated phenomenon of buying behavior of unsought and end-of-life products, that of green funerals, and provide managerial recommendations to funeral service sellers.     

Change within purchasing and supply management organisations – Assessing the claims from maturity models

It is a wide-held assumption that professional development and change within purchasing and supply management (PSM) organisations can be explained and guided by a maturity model. In this paper the guidance which the maturity model concept offers to understand a PSM organisation's performance is assessed. The methodology is based on the outcomes of a literature review of PSM maturity models, development of an organisational change framework and the learning from three qualitative case studies. An alternative understanding of the development of the PSM organisation is offered through an organisational change framework, composing 1) movement transitions, 2) scalability of change, 3) acceptability of change, and 4) the substantive element of change. The research found that extant PSM maturity models are too rigid for PSM managers to apply, and although maturity models are commonly accepted in PSM literature, in practice, they may produce the opposite effect of what is promised. The PSM maturity models suggest that their application will lead to increased status and influence of PSM within the organisation; expectations that may not be met. PSM organisations’ change processes are subjected to a range of situational and contextual power relations which must be considered in order to advance the specific PSM organisation roles and responsibilities.     

Representing the political consumer: liquid agencies in the production of consumer voice

ABSTRACT

This paper explores the consumer role in marketplace transformation by examining how political consumers become produced in food retailing. It attends to situated representational practices in a Swedish consumer cooperative that seeks to strengthen consumer voice in markets. Combining notions of political and symbolic representations, the paper demonstrates the production of spokespersons for the cooperatives’ owners who, in turn, work to engage other consumers to voice and enact concerns in the cooperative. Four stages of representational practices are identified: (s)electing, equipping, engaging, and enacting. These practices are conceptualised as part of processes of agencing and concerning: (s)electing and equipping work to arrange consumer agencies, while engaging and enacting refer to ways of concerning others that put agencies into motion. Agencies are proposed as liquid in character and the capacity of consumers to shape markets comes into effect depending upon how agencies continuously become connected to each other.     

The influence of school size,principal characteristics and school management practices on educational performance: An efficiency analysis of Italian students attending middle schools

The aim of the paper is to identify which among the aspects that relate to the composition of the student body, school (district) size, management practices and the school principals' own characteristics are associated with the performance of Italian students at grade 8, measured through standardised test scores in reading and mathematics. The analysis makes use of a student-level efficiency model, and several school level variables are included as explanators for efficiency scores. The results show that, especially for reading, the most influential variables relate to the composition of the student body, while the students' performance in mathematics is partly correlated with the management practices adopted by the school principal/head teacher. Schools and schooling can only explain a minor part of the variance in achievement scores, however, and the characteristics of the students themselves play the most significant role.     

Employee performance,well‐being,and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes?

The human resource management (HRM) literature supports the idea that coherent systems of HRM practices can induce attitudinal effects when perceived subjectively by employees. Recently, scholars have proposed that subdimensions of HRM systems exist and account for variance in outcomes. This study explores differential effects of three subdimensions of HRM systems (skill‐, motivation‐, and opportunity‐enhancing HRM practices) on employee innovative behaviours and well‐being. Our predictions are based on the mutual gains perspective, which specifies positive relationships between HRM practices and employee performance, and the conflicting outcomes perspective that links HRM practices to higher job demands and stress. Using data from the Finnish 2012 Practices of Working Life Survey, we find support for both the mutual gains and conflicting outcomes perspectives; however, we also show that the effects of the subsets of HRM practices are heterogeneous.     

When age does not harm innovative behavior and perceptions of competence: Testing interdepartmental collaboration as a social buffer

Can older managers overcome stereotypes relating age to low competence? We integrate the literature on age and cognitive ability with research on innovation to explore whether—and if so, when—employees' age harms performance and promotability appraisals made by their supervisors. Multisource, time‐lag data from 305 project managers indicate that the negative stereotypes can be explained through decreased innovative behavior. However, older employees are not always seen as poorer performers with less potential to be promoted due to their reduced innovative behavior. Rather, interdepartmental collaboration moderates these effects. Specifically, older employees with low interdepartmental collaboration are less innovative and receive worse performance and promotability appraisals than younger employees, but the “age handicap” vanishes when older employees collaborate with members of other departments. Organizations should foster formal or informal collaboration among units to prevent negative consequences of an aging workforce.     

The origins of agricultural inheritance traditions

We investigate the origins of agricultural inheritance traditions, equal partition and primogeniture. Our case study is the German state of Baden-Württemberg. Our empirical findings suggest that rural inheritance traditions were primarily determined by geography. First, fertile soils allowed splitting of the land among siblings for longer and with fewer conflicts, and hence we find more equal partition in areas with higher soil quality, especially at elevation levels conducive to intensive agriculture. Second, geography determined the settlement pattern. Areas that were settled before the Middle Ages, when land was abundant and free, are more likely to apply equal partition today. In areas that were largely uninhabited until the Middle Ages, primogeniture is the norm. We argue that these areas were deforested with the obligation of primogeniture, imposed by feudal lords.     

Organizational CQ: Cultural intelligence for 21st-century organizations

We live in an age of massive global disruption. Technological advancements threaten century-old business models, globalization is reordering supply chains, and people need to work with colleagues and customers who have vastly different backgrounds. On top of that, we have been in the midst of a global pandemic, and customers, employers, and investors are demanding more than just a Black Lives Matter social media post from organizations that purport to take social justice seriously. Organizations with high cultural intelligence (CQ) are able to navigate this volatility and complexity effectively. Over the last two decades, scholars from across the world have published hundreds of articles on CQ, the capability to relate and work effectively in complex, culturally diverse situations. Most of the work has examined CQ at the individual level. But what about organizations? Can organizations be culturally intelligent? The emerging research on CQ at the organizational level offers leaders and organizations critical insights for navigating today’s diverse, digital world. Organizational CQ is a firm’s capability to function effectively in a complex and unpredictable multicultural world. This article stresses the importance of the culturally intelligent organization and explains how to develop organizational CQ.     

浅谈新形势下企业人力资源管理的创新思路

论文分析了新形势下推动企业人力资源管理创新的方法,并结合人力资源管理的实施现状,针对企业人力资源管理存在的问题提出管理新措施。对于思想意识不足、管理机制不足、规划方案不可行、意识形态不正确等问题应及时改正。论文对网络信息技术的有效利用、组织结构的适当优化和人力资源管理职能的扩展等进行深入的讨论和分析,以期有效提高人力资源管理效率。     

Shattered but smiling: Human resource management and the wellbeing of hotel employees during COVID-19

The purpose of this paper is to explore the human resource management (HRM) practices adopted by hotels during COVID-19 and to examine the impact of COVID-19 on the wellbeing of hotel employees using qualitative thematic analysis. This study presents HRM practices that organizations can use to effectively manage employees in uncertain times. There is compelling evidence that employee-centered HRM practices strongly impact employee wellbeing. This paper integrates the insights from an HRM framework for wellbeing using a job demands-resources model. The paper identifies themes that confirm and extend existing theories and models of wellbeing. The findings are important for policy makers by offering guidance for managing people effectively during tough times.