The Hidden Costs of Soil Mining to Agricultural Sustainability in Developing Countries: A Case Study of Machakos District,Eastern Kenya

With respect to the idea of multifunctional agriculture, one way to raise farmers' environmental stewardship is to reward environmental practices through food quality labelling schemes. The objective of our study was to identify existing relationships between the production of quality food and the production of environmental goods at farm level. In this article, we report the results of analyses conducted to examine the effects of major ‘quality’ and ‘eco-labelling’ schemes in the Midi-Pyrenees region of the south of France. Factor analysis and analysis of variance were used with a data set of 107 farms—some participating in the labelling schemes and some not participating—for which environmental scores had been assigned. The statistical analyses were complemented by a qualitative analysis based on in-depth interviews of 85 farmers and review of the labelling standard guidelines. This study shows that organic farms and farms enrolled in various quality and eco-labelling programmes in France do provide some environmental benefits. However, they do not necessarily perform better than other farms on all environmental measures.     

Internal marketing as a change management tool: A case study in re-branding

This article examines the rational, power and political considerations of internal marketing (IM) when implementing a change management initiative, such as re-branding. Based on the findings of a qualitative case study of a Canadian university and the views of multiple stakeholder groups, additional considerations have been identified that relate to the transformation or ‘control’ stage of change. Particularly, tactics have been presented that are believed to facilitate the transition or re-branding process. This research provides important perspective on the role of IM in the context of organizational behavior. Using a grounded theory research method, an adapted model is proposed that comprises elements of internal marketing as well as change management.     

Hyperfiliation and cultural citizenship: African American consumer acculturation

The experiences of African American expatriates in South Africa are explored to explain how acculturation in circumstances of hyperfiliation influences cross-cultural consumption for the purposes of performing cultural citizenship. The acculturation sub-processes of revision, restoration, and retroversion are analyzed to examine the ways in which social capital is mobilized in citizenship projects. These aspects of expatriate experiences are unpacked, theoretical implications are identified, and managerial implications are discussed.     

Introduction

Leadership is under review and open for criticism in ways not seen for some time. Where is leadership when we need it, we ask? Where are the leaders who can solve our problems? Moreover, change is the new constant, and we need leaders who are prepared to embrace change and ambiguity and help followers deal with change. Sometimes it feels like we are in permanent whitewater. Where are the leaders who can deal with the ever‐changing landscape and help us move to a positive future? Many of them are among us. They are the up‐and‐coming emerging leaders of Generations X and Y. This symposium focuses on these leaders of the future—the emerging leaders among us. What challenges do they face? What kind of leaders do they want to be? How do we best prepare them? The five articles that follow present a variety of views for our consideration, and the authors hope to start a boarder conversation about the next generation of leaders and their leadership challenges. Mhatre and Conger stress that authentic leadership principles are needed in workplaces now and in the future. They remind us that organizations are often composed of individuals born during different times, circumstances,and situations, thereby creating challenges for leaders in those organizations. Current research related to Gens X and Y, cited by the authors, highlights some of the generational differences and preferences. The authors see that the differences could create a “fertile ground for intraorganizational conflict, especially differences in how to manage and work within changing organizational climates.” One potential solution, according to Mhatre and Conger, can be found in the four components of authentic leadership principles: self‐awareness, internalized moral perspective, balanced processing, and relational transparency. If authentic leadership is in place, Gens X and Y can lead authentically, thereby facilitating sustainable and positive work environments. The authors predict positive results for organizations when authentic leadership is in place. Carucci and Epperson also focus on cross‐generational relationships and voice their concern with the negative consequences of labeling various age groups as Millennials, Boomers, Xers, Yers—labels that emphasize the divide. What we need, they argue, is less polarization and more connections. The article explores what it means for leaders of multigenerations to thrive together in partnership. They discuss the “elusive contest between the legacy of incumbent leaders and the potential of emerging leaders and ask us to consider mutual vulnerability as common ground.” They also summarize research on mentoring that looks at the gap between the numbers of emerging leaders who are mentored compared with the large numbers who desire mentors and ongoing relationships. The research follows up on earlier work on this topic explored in their books Leadership Divided and Bridging the Leadership Divide. Their article provides a personal case study demonstrating how generations can come together in partnership, thereby strengthening their organizations as well as the individuals involved. Perucci follows up on some of the themes highlighted by Carucci and Epperson as well as Mhatre and Conger and focuses on the way Millennials (Gen Y) are shaping organizations in the 21st century. Perucci reminds us that as we consider the implications of multiple generations working within the same organization, we must emphasize the crosscultural dimensions of intragenerational leadership. Globalization is reshaping leadership not only at the vertical level (multiple generations working side by side), but also horizontally (communication and technology reshaping the way Millennials interact across national boundaries). He suggests that just as leadership involves leaders, followers, and shared goals, successful leadership also requires an awareness of leading across cultures. He argues that effective leaders will be those who learn to work together “across boundaries in order to solve complex global problems.” Penney's article, “Voices of the Future: Leadership for the 21st Century,” focuses on both Generations X and Y (primarily X) and explores how those emerging leaders see leadership in the future and what kind of leaders they want to be. What leadership qualities/behaviors do they see as important? Themes of collaboration and inclusiveness are important to these emerging leaders, and they place high values on trust and integrity. Because they value inclusiveness, they work more easily across racial, ethnic, and gender differences and lines than did previous generations. The article also discusses what organizations need to do to attract and retain Generations X and Y. More flexible work arrangements are important as is having business organizations committed to corporate social responsibility and green initiatives. The findings come from the recent book Next Generation Leadership: Insights from Emerging Leaders (Penney & Neilson 2010). Tulgan and his colleagues at RainmakerThinking, Inc., have been conducting interviews with young people in the workplace for two decades. His article has a theme similar to Penney's in that he discusses ways to develop new leaders, primarily Generation Y. He addresses issues such as, how do we help them step into leadership roles successfully? He also addresses the question of why some of them are reluctant to take on supervisory roles. The article offers specific suggestions about ways to guide young professionals to prepare them for assuming leadership roles. He suggests that senior leaders should give frequent feedback to the top performers in Gen Y rather than leaving them on their own. He argues that too often we ignore high performers as we focus time and effort on the not‐so‐successful ones. According to Tulgan, more generous reward systems and hospitable work conditions are needed to retain high performers. In addition, he wants senior leaders to do more to help Gen Yers establish their credibility when they are given roles of increased responsibility. Conclusions There is a sense of optimism in play as you read these articles. Although there are differences found between Generations X and Y, overall the next generation of leaders also share some commonalities. They are more collaborative and inclusive than previous generations. And these emerging leaders are bringing a fresh approach to leadership and moving us away from the leader as “hero” or all‐knowing source of power and influence. Their desire for collaboration can help bridge the generation gap between Boomers and young professionals. Each brings particular strengths to their organizations, so as they work together, stronger institutions can be the result. Integrity is also important to emerging leaders, and authentic leadership behaviors hold much promise for strengthening our organizations. These emerging leaders can work well across cultures and are more comfortable with inclusion and diversity than those of previous generations. The authors provide several suggestions for working with and retaining young professionals so that their leadership skills are strengthened. Emerging leaders need support and honest feedback; they want reward systems that differentiate; they request flexible work arrangements. They also want to see corporate social responsibility in place in the business world. Emerging leaders of Generations X and Y are ready to assume leadership roles, but many do not want to lead as they have been led. We must do all we can as senior leaders, as academics, and as colleagues to prepare them for these responsibilities. As we pass the torch to a new generation of leaders, let's be certain they are well equipped for the task and ready to lead.     

Uncertainty premia in REIT returns

We provide a systematic study of how financial and real estate uncertainty affect the aggregate return performance of the U.S. REIT market from 1994 to 2017. A temporal causality analysis reveals a negative uncertainty impact on REIT returns. The asset pricing analysis confirms the predictive relation and suggests that REITs are statistically significantly exposed to changes in market-wide uncertainty, for which investors require a return compensation. We also identify economic state variables to explain time-varying uncertainty exposures as well as periodic hedging characteristics of REITs. Finally, we find evidence that the source of uncertainty matters for compensating expected REIT returns.