Organizational Leadership, Ethics and the Challenges of Marketing Fair and Ethical Trade |
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Authors: | Will Low and Eileen Davenport |
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Institution: | (1) Graduate Centre: Development, Agriculture and Society, Rural Federal University, Rio de Janeiro, Avenida Presidente Vargas 417/8, Centro, 20071-003 Rio de Janeiro, Brazil |
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Abstract: | This article critically evaluates current developments in marketing fair trade labelled products and “no sweat” manufactured
goods, and argues that both the fair trade and ethical trade movements increasingly rely on strategies for bottom-up change,
converting consumers “one cup at a time”. This individualistic approach, which we call “shopping for a better world”, must,
we argue, be augmented by more collectivist approaches to affect transformative change. Specifically, we look at the concept
of mission-driven organizations pursuing leadership roles in developing affinity relationships to promote fair and ethical
trade and developing ethical spaces. Increasingly, a range of organizations are restructuring their operations, so that their
mission is reflected in ethical practices throughout their operations, including product sourcing and product sales. First,
ethical purchasing policies operated by non-profits and public agencies represent markets through which fair/ethical products
reach end consumers. The efforts discussed to create ethical spaces through direct democracy and electoral mandate build on
a broad-based affinity with the principles of fair and ethical trade. Second, we explore the potential for “mission-driven”
non-profit organizations, such as zoos and aquaria for merging their mission of conservation education with their marketing
activities through the operation of their shops and cafés. Interesting initiatives to link the conservation message to food
choices is being undertaken by a number of zoos and aquaria, while there is scope for increased linkages in the giftware sold
in their shops. |
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