Fair-trade beliefs,attitudes and buying behaviour of Belgian consumers

• A survey of 858 Belgians (615 people drawn from the general public and 243 visitors to Oxfam World Shops), examined the knowledge, beliefs, attitudes and behaviour of consumers with respect to fair-trade issues. The results showed that the respondents' knowledge and attitudes generally supported the fair-trade concept. However, many of the people questioned believed that fair-trade organizations should provide more and better information on fair-trade products, especially in shops and on the items themselves. In addition, fair-trade products should be more readily available in regular supermarkets, and their price should be lowered. The most interesting socio-demographic target group for non-profit fair-trade organizations appears to be older people with higher education and income. Consumers from the south (French-speaking) part of Belgium in general have a more positive attitude towards fair trade.

Copyright © 2006 John Wiley & Sons, Ltd.     

An Examination of Trust Dimensions across High and Low Dependence Situations

Purpose: Relationship marketing literature has provided support of a multidimensional trust construct; however, there is little consensus on its structure. This article builds on existing theory to propose and empirically test a three-dimensional trust construct including ability, integrity, and benevolence dimensions. Furthermore, the article examines this conceptualization of the construct across different relationship types as established by dependence form.

Methodology: We choose to use a scenario/survey data collection method to replicate specific relationship types for a national purchasing agent sample. This method allows us to obtain adequate sample sizes to compare the relative importance of trust dimensions using structural equation modeling.

Findings: We found empirical evidence to support a three-dimensional trust construct for use in further examination of buyer–seller relationships. In addition, we found differential importance of those dimensions across different relationship forms.

Research Implications: By providing empirical support for a multidimensional trust construct and further specifying the importance of each dimension in various relationship forms, we hope to provide a strong foundation on which to build further trust research.

Practical Implications: In examining trust among purchasing agents, we hope to provide a strong foundation for salespeople to understand how their actions impact their long-term relationships. Understanding that trust in a relationship involves more than simple integrity or completing promises should help boundary spanners develop stronger ties.

Contribution: The main contribution of the article is the concept that trust needs to be researched in ways other than simply asking “Do you trust your supplier?”     

Do environmental attitudes and food technology neophobia affect perceptions of the benefits of nanotechnology?

In recent years, a significant amount of research has focussed on the analysis of consumers' aversion to new technologies in food production and processing. At the same time, research has shown that environmental attitudes may be related to purchasing behaviour of consumers. This paper presents the result of an investigation into Canadian attitudes towards nanotechnology, in general, and in applications in the food industry. The relationship between the food technology neophobia scale, environmental attitudes and nanotechnology is examined. The results suggest that food technology neophobia is significant in explaining attitudes towards nanotechnology, in general, and for food packaging and foods. Environmental attitudes are important in explaining respondents' attitudes towards nanotechnology in general but not in explaining attitudes towards nanotechnology in food packaging or food applications. Survey respondents' views of the role of science and technology in society (makes society worse or better off) are a more important determinant of attitudes towards nanotechnology than whether they had heard of nanotechnology prior to the survey.     

Communicating With Employees: Building on an Ethical Foundation

The paradigm of work and the formal organizations within which people work are changing. Trends in organizations include less hierarchy, integrated structures, empowered employees, teams and teamwork, labor-management partnerships, and myriad other changes. Underlying all these changes is a new emphasis on values regarding how organizations function. Among the critical organizational functions to which the values framework applies is communication.Most models of internal organizational communication are adaptations of the existing model for communicating externally. These models fall short of what is needed to impact today's employees.The model presented in this paper is based on seventeen years of work in the transformation of large, complex organizations. Comparing classic models and theories of organizations with the characteristics and needs of high performance systems led to the development of a values-based, employee-driven communication model. The model includes a comparison of communication in both kinds of systems in terms of purposes, principles (The Seven Cs), content, and techniques.     

The Gordian Knot of Ethics: Understanding Leadership Effectiveness and Ethical Behavior

Recent ethical misconduct in American business has resulted in volumes of written commentary, various legislative responses, as well as litigation by those identified as victims. While legislators, judges, juries, and the Securities and Exchange Commission (SEC) pursue an increasing number of cases, there is little attention devoted to understanding what drives executives and other leaders to behave in ways that violate the ethical and legal standards of business in the United States. This understanding is a prerequisite to selecting leaders and designing interventions that prevent future misconduct. Understanding leadership’s nature and functioning is one key to understanding the ethical behavior of an organization as a system and of the people who lead the organization. Two models or frameworks provide the foundation for this paper. The first is a model of leadership competencies. This model identifies five key areas of competence related to overall, long-term leadership success. The second model targets leadership effectiveness. This model has three components – motivational patterns, decision criteria, and competencies. Using the Leadership Effectiveness Model to frame the discussion, the authors describe the nature and importance of the models, with particular focus on motivational patterns. Research suggests these patterns often account for 40–60% of overall leadership effectiveness. This article defines motivational patterns and describes key patterns that may impact ethical behavior of leaders. The article concludes with a discussion of how to use data on motivational patterns in leadership selection, development, and evaluation processes. Carl L. Harshman, Ph.D. is president of Harshman & Associates, Inc., an organizational and leadership development firm and founder of the Institute for Work Attitude and Motivation, an organization performance and research institute. He researches and writes in the areas of individual and organization performance, team development, and leadership and ethics. He can be contacted at carl@harshman.com. Ellen Harshman, Ph.D., J.D. is dean of the John Cook School of Business at Saint Louis University and associate professor in management. Her research interests include leadership, individual and organizational ethics, and issues in employment law. She can be reached at harshman@slu.edu.     

Values and Poetic Organizations: Beyond Value Fit Toward Values Through Conversation

In the midst of greed, corruption, the economic crash and the general disillusionment of business, current conceptions of leadership, organizational values, and authenticity are being questioned. In this article, we fill a prior research gap by directly exploring the intersection of these three concepts. We begin by delving into the relationship between individual values and organizational values. This analysis reveals that the “value fit” approach to creating authenticity is limited, and also indicates that a deeper exploration of the nature of values and the role of leadership is necessary. More specifically, we propose that organizational values should be viewed as an opportunity for ongoing conversations about who we are and how we connect. Through this type of dialogue which we define as “value through conversation”, we can create what we call poetic organizations. A typology of four interconnected values each of which forms a foundation for the critical questioning and inquiry that might be found in poetic organizations is developed. We suggest that this conceptualization offers a new and dynamic approach for thinking about the relationships between leadership, values, and authenticity and has important implications for both research and practice.