Blockchain-Empowered Halal Fashion Traceability System in Indonesia

Incorporating blockchain into Halal traceability systems is developing in nature; the research aspires to examine the participation intent in blockchain-empowered Halal fashion traceability (BHFT) system via a joint framework that includes diffusion of innovation theory, institutional theory, and Halal-oriented approach. The study uses a simple random sampling method to collect the data from 165 Indonesian Halal fashion manufacturing companies. PLS-SEM is employed to examine the conceptual framework. Findings show that Halal-oriented approach significantly affects institutional pressures, while institutional pressures significantly affects perceived desirability, and perceived desirability significantly affects the participation intent. The companies operating an inclusive Halal-oriented approach will be more aware of the institutional pressures that expect them to partake in a BHFT. The paper enhances the existing literature in Halal supply chains, blockchain, operation management, and information systems via a cohesive framework and empirical insight.

Institutional inertia and practice variation

PurposeInstitutional theory had been developed for the purpose of explaining widespread diffusion, mimetic adoption and institutionalization of organizational practices. However, further extensions of institutional theory are needed to explain a range of different institutional trajectories and organizational responses since institutionalized standards constitute a minority of all diffusing practices. The study presents a theoretical framework which offers guidelines for explaining and predicting various adoption, variation and post-adoption scenarios.Design/methodology/approachThe paper is primarily conceptual in nature, and the arguments are developed based on previous institutional theory and organizational change literature.FindingsThe notion of institutional inertia is proposed in order to provide a more detailed explanation of when and why organizations ignore, adopt, modify, maintain and abandon practices and the way intra-organizational institutional pressures shape, direct and constrain these processes. It is specified whether institutional inertia will be temporarily eclipsed or whether it will actively manifest itself during adoption, adaptation and maintaining attempts. The study distinguishes between four institutional profiles of organizational practices – institutionalized, institutionally friendly, neutral and contested practices – which can vary along three dimensions: accuracy, extensiveness and meaning. The variation and post-adoption outcomes for each of them can be completely characterized and predicted by only three parameters: the rate of institutional inertia, institutional profile of these practices and whether they are interpretatively flexible. In turn, an extent of intraorganizational institutional resistance to new practices is determined by their institutional profile and flexibility.Practical implicationsIt is expected that proposed theoretical explanations in this paper can offer insights into these empirical puzzles and supply a broader view of organizational and management changes. The study’s theoretical propositions help to understand what happens to organizational practices after they are handled by organizations, thus moving beyond the adoption/rejection dichotomy.Originality/valueThe paper explores and clarifies the nature of institutional inertia and offers an explanation of its manifestation in organizations over time and how it shapes organizational practices in the short and long run. It challenges a popular assumption in organizational literature that fast and revolutionary transition is a prerequisite for successful change. More broadly, the typology offered in this paper helps to explain whether and how organizations can successfully handle and complete their change and how far they can depart from institutional norms.

Human resource development 4.0 (HRD 4.0) in the apparel industry of Bangladesh: a theoretical framework and future research directions

PurposeThe transition from Industry 3.0 to the fourth industrial revolution was a big jump that created a vacuum in many developing countries. Drawing upon institutional theory and resource-based view theory, the current study proposes a theoretical model linking the institutional pressures and resources (workforce skills) in context to the apparel industry of Bangladesh.Design/methodology/approachThis study adopts a qualitative approach involving 20 semi-structured interviews, followed by thematic analysis using NVivo 12 software. The researchers impose both deductive and inductive thematic analysis to generate themes. The data analysis involves various stages applying the phenomenological approaches.FindingsInstitutional pressures (coercive) positively influences the workforce skills (technical and managerial) in the fourth industrial revolution in Bangladesh apparel manufacturing industry; institutional pressures (normative) is positively related to the workforce skills (technical and managerial) in 4IR in Bangladesh apparel manufacturing industry; institutional pressures (mimetic) has shown a positive association with the workforce skills (technical and managerial) in 4IR in Bangladesh apparel manufacturing industry; workforce skills (technical and managerial) are positively influencing the development of human resource capabilities in fourth industrial revolution in Bangladesh apparel manufacturing industry.Originality/valueThis paper is the first of its kind to offer a thematic analysis on human resource development 4.0 in the apparel industry of Bangladesh. The study provides an understanding of the role of institutional pressure on workforce skill development and the adoption of 4IR technology.

“Pacience is an Heigh Vertu”: Managing the Canterbury Tales Project Via Textual Communities

This article functions as both a reflective essay and a pedagogical account of the second phase of the Canterbury Tales Project and the various successes and challenges that unfolded throughout that process. Our focus is how the project both managed the transcription team working locally at the University of Saskatchewan and facilitated transcription workshops abroad. We detail our training process and the transcription workflow as facilitated via the Textual Communities environment. We also examine and evaluate the causes of the project’s challenges—often the result of institutional pressures or technological changes—and our reactions to those challenges, emphasizing successful strategies. Finally, we proffer future changes for the project that we believe would have made considerable positive impact if implemented from the outset of phase two and still have potential as helpful resources now. It is our hope that in detailing our process we can help other large DH projects mimic our successes and, perhaps even more importantly, avoid any pitfalls that challenged us.

Management innovation: the influence of institutional pressures and the impact on competitive advantage

PurposeDrawing on DiMaggio and Powell's (1983) perspective of institutional theory, this study examines the influence of institutional pressures on the adoption of management innovation and the subsequent impact of management innovation on competitive advantage.Design/methodology/approachData were obtained from 156 middle-level managers in Australia using a survey questionnaire, with data analysed using structural equation modelling.FindingsThe results show that internal coercive pressures and normative pressures are positively associated with both dimensions of management innovation (i.e. practices and techniques). However, external coercive pressures were found to negatively influence management innovation techniques, and no association was found between mimetic pressures with either dimension of management innovation. Finally, both dimensions of management innovation were found to exhibit a positive influence on competitive advantage.Originality/valueThe findings provide organisations with an insight into the institutional factors that affect their ability to introduce new management practices and techniques (i.e. management innovation) and the role of management innovation in enhancing competitive advantage.

Champions of Social Procurement in the Australian Construction Industry: Evolving Roles and Motivations

There has been a recent proliferation of social procurement policies in Australia that target the construction industry. This is mirrored in many other countries, and the nascent research in this area shows that these policies are being implemented by an emerging group of largely undefined professionals who are often forced to create their own roles in institutional vacuums with little organisational legitimacy and support. By mobilising theories of how organisational champions diffuse innovations in other fields of practice, this paper contributes new insights into the evolving nature of these newly emerging roles and the motivations which drive these professionals to overcome the institutional inertia they invariably face. The results of semi-structured interviews, with fifteen social procurement champions working in the Australian construction industry, indicate that social procurement champions come from a wide range of professional backgrounds and bring diverse social capital to their roles. Linked by a shared sense of social consciousness, these champions challenge traditional institutional norms, practices, supply chain relationships, and traditional narratives about the concepts of value in construction. We conclude that, until normative standards develop around social procurement in the construction industry, its successful implementation will depend on external institutional pressures and the practical demonstration of what is possible in practice within the performative constraints of traditional project objectives.

EFFECT OF THE CULTURAL SYSTEM ON CORPORATE SOCIAL RESPONSIBILITY DISCLOSURE IN THE ENERGY SECTOR

This study examines the effect of the cultural system on the disclosure of corporate social responsibility by companies in the energy sector. The survey analyzed a sample of 62 leading energy companies from 25 countries. The dependent variable is the level of environmental disclosure of the companies. The independent variables are composed by the cultural system of the analyzed countries, according to the Hofstede cultural dimensions. The data were analyzed using descriptive, inferential statistics, correlation, and regression of panel data. The findings show that in more individualistic and masculine cultures, companies disclose more CSR information. It was found that companies based in cultures with a higher level of indulgence and with a greater orientation for the long term tend to have greater environmental disclosure. The results show that the level of disclosure of corporate social responsibility is different depending on the country's cultural system. There are institutional pressures, which encourage companies to publish a more complete sustainability report. The results of this study have academic and managerial implications.

The role of formal and informal institutional pressures in local gatekeepers' responses to international product recalls.

<p>Product recalls are omnipresent and unavoidable in the global marketplace. Despite the financial losses, brand equity damage, and the hazard to consumer health they impose there is little multidisciplinary international research on the phenomenon. A growing number of studies are investigating the impacts of product harm crises and the recalls and providing valuable implications, but little has been done to address the determinants of organisational behaviour and decision making during the product recall. The purpose of this thesis is to conduct an investigation into the role of local New Zealand gatekeepers and their interaction with international brands during an international product recall. I also investigate the institutional environment in which these firms operate in, and the influence it subjects to their product recall strategies and processes. Because of the lack of empirical research on international product recalls in the extant literature, a qualitative interpretative methodology based on semi-structured interviews is employed. Findings suggest that in the event of a potential product harm crisis leading to product recall in New Zealand, home country regulatory institutions take a collaborative approach with focal firms involved in the recall process. The gatekeeper orientation towards the customer, environmental institutional pressures (coercive and normative), and gatekeeper risk avoidance influence the gatekeeper to initiate preventative recalls. Furthermore, in face of a potential product harm crises, where the local gatekeeper is the dominant organisation, coercive institutional pressure to initiate a preventative recall is exerted towards the partnering international brand. In a severe international product harm crisis leading to product recall, normative institutional pressures encourage the local gatekeeper to initiate preventative product recalls and alongside the international brand, undertake proactive recall strategies. Whereas in ambiguous recall situations, mimetic institutional pressures encourage the local gatekeeper to initiate preventative product recalls and alongside the international brand undertake proactive recall strategies. I propose that in environments of weak formal institutions, informal institutional pressures play a greater role on gatekeeper and international brand recall strategies and processes. Traceability and supply chain knowledge are found to be vital in effective international product recalls.</p>