How can the EU climate targets be met? A combined analysis of technological and demand-side changes in food and agriculture

To meet the 2 °C climate target, deep cuts in greenhouse gas (GHG) emissions will be required for carbon dioxide from fossil fuels but, most likely, also for methane and nitrous oxide from agriculture and other sources. However, relatively little is known about the GHG mitigation potential in agriculture, in particular with respect to the combined effects of technological advancements and dietary changes. Here, we estimate the extent to which changes in technology and demand can reduce Swedish food-related GHG emissions necessary for meeting EU climate targets. This analysis is based on a detailed representation of the food and agriculture system, using 30 different food items.We find that food-related methane and nitrous oxide emissions can be reduced enough to meet the EU 2050 climate targets. Technologically, agriculture can improve in productivity and through implementation of specific mitigation measures. Under optimistic assumptions, these developments could cut current food-related methane and nitrous oxide emissions by nearly 50%. However, also dietary changes will almost certainly be necessary. Large reductions, by 50% or more, in ruminant meat (beef and mutton) consumption are, most likely, unavoidable if the EU targets are to be met. In contrast, continued high per-capita consumption of pork and poultry meat or dairy products might be accommodated within the climate targets. High dairy consumption, however, is only compatible with the targets if there are substantial advances in technology. Reducing food waste plays a minor role for meeting the climate targets, lowering emissions only by an additional 1–3%.     

PERSPECTIVE: first,fast, and on time: the path to success. or is it?

To be competitive, and become the industry leader, the firm needs to be fast, first, and on time, or so the story goes. Fast development cycle times, first to market, and schedule predictability are the three basic principles of new product development performance, but what does the evidence actually show? A review of current research, schedule performance data, and cycle time data shows that following these principles does not necessarily lead to success. Recent studies indicate that being first to market is not necessarily any better than being second, third, or even fifth. Several leading companies in the fast cycle time movement are rethinking their first-to-market strategy, and some are deliberately lengthening their cycle times. Finally, the correlation between schedule accuracy and business results is practically nonexistent in the product lines reviewed for this article. The evidence found while researching this article has led the authors to recast these three traditional principles into three new market-focused guiding principles: effective market introduction timing, first to mindshare, and managed responsiveness. To provide direction in applying these three principles, three types of market windows are defined: imposed, controllable, and emergent. How one approaches each of the three guiding principles is driven by which type of market window the organization is operating within, and other business characteristics, such as market position and the ability to differentiate.     

Whose Image is it Anyway?: Some Considerations of the Curricular Importance of Subject Image in Secondary School Design and Technology Education

This paper explores the idea that a sense of school subject image is a necessary feature of curriculum management and a potent force for change. The discussion centres on the view that all school subjects have an image and that if those intimately involved with the subject do not control the image then someone else does! In such circumstances the image is the product of past encounters and old euphemisms and is unlikely to hold the changed realities.The UK developments in Design and Technology education (the term Design and Technology is used to denote the school subject defined under this heading by the UK National Curriculum, 1995) have created something of an image problem which has interesting international parallels. Some of these problems are due to clearly discernible internal tensions and an ambiguous relationship with other subject areas.Through greater attention to subject image internal controversies might be acknowledged and resolved, relationships with other subject areas can be more meaningfully understood and practitioners can be helped to make sense of curriculum change.     

“The more,the merrier” or “less is more”? How the number of issues addressed in B2B sales negotiations affects dyadic and seller economic outcomes

With a mixed-methods approach, this study analyzes how varying the number of issues in business-to-business (B2B) sales negotiations affects negotiation processes and outcomes. A qualitative interview study with B2B negotiators (N = 46) reveals that more issues increase complexity but offer more possibilities for concessions. Sellers see benefits in increasing the number of issues addressed, whereas buyers are ambiguous about whether negotiating more issues will benefit their economic outcomes. A second experimental study (N = 97 dyads) tests whether negotiating a different number of issues (four, eight, or between four and eight) produces different absolute and relative dyadic economic outcomes and sellers' shares of the joint profits in one-on-one negotiations. In absolute terms, more negotiation issues produce larger negotiation pies; fewer issues facilitate more accurate information processing, leading to relatively more integrative agreements. For sellers, increasing the number of issues increases their share of the joint profit, because buyers are more willing to concede on the overall price of the deal.     

‘From boom to where?’: the impact of crisis on work and employment in Indian BPO

This article locates Indian business process outsourcing (BPO) within the global supply chains of business services delivery and an international division of service labour. It acknowledges the BPO market's essential dependence on demand from lead firms in the United States and United Kingdom. Drawing on a conceptual synthesis of the Global Commodity Chain, Global Value Chain and Global Production Network frameworks, the article examines the impact of 2008's financial crisis on employment, work organisation and the experience of work in Indian BPO. Employer/industry sources and employee interviews reveal reconfigured local labour market dynamics, tightened work discipline, an extensification of working time, work intensification and unprecedented growth in job insecurity. Such changed characteristics suggest a watershed that raises questions concerning the sustainability of models of BPO work constructed in pre‐crisis years.     

“We do what we must,and call it by the best names”: Can deliberate names offset the consequences of organizational atypicality?

Research summary: This article focuses on organizational naming as a strategic choice organizations make to overcome liabilities of atypicality. We argue that, in markets presenting an “illegitimacy discount,” atypical organizations may use deliberate names—names that communicate the market categories to which organizations claim membership—to offset the consequences of atypicality. Using data from the global hedge fund industry, we show that atypical hedge funds are more likely than typical funds to have deliberate names. Importantly, the selection of a deliberate name is economically significant. First, funds with deliberate names grow faster than funds without deliberate names, especially among atypical funds. Second, while atypicality heightened the likelihood of failure during the recent financial crisis—even after controlling for fund performance—having a deliberate name mitigated this effect. Managerial summary: Differentiation is a core element of many organizations' competitive advantage. Nevertheless, as differentiation implies being atypical among one's competitors, differentiation strategies can also lead to an “illegitimacy discount” whereby differentiators are at risk of being misunderstood, miscategorized, and ignored by consumers. Here we investigate how atypical hedge funds—funds that differentiate themselves from their competitors by investing in notably unique ways—use names to offset the potential consequences associated with the “illegitimacy discount.” Our analysis of more than 12,000 hedge funds over 12 years highlighted a trend whereby atypical hedge funds were more likely to choose names that unambiguously associated them with a known investment strategy—for instance, choosing the name “Apex Global Macro Capital” over simply “Apex Capital.” Importantly, name selection proved to be economically significant. For example, among atypical hedge funds, those with unambiguous names grew faster than those without. Furthermore, while being atypical increased the level of disinvestment during the recent financial crisis, having an unambiguous name reversed this effect. Organizational names play an important communication role with consumers, which, while highly symbolic, may also help resolve the dual organizational need to both conform to consumer expectations and differentiate from market competitors. Copyright © 2015 John Wiley & Sons, Ltd.