CSR COMMITMENT AND ACTION LOGICS OF SME MANAGERS: FINDINGS FROM A TUNISIAN STUDY

Purpose: Bymobilizing the sociological approach of action logic, this research aims to understand the articulation between the various dimensions of Corporate Social Responsibility (CSR) and the conditions for the emergence of an overallcommitment towards stakeholders in Small and Medium-Sized Enterprises (SMEs) in an emerging country: Tunisia. Design/methodology: A qualitative study was carried out through multiple case studies of Tunisian SMEs. Findings: The research findings tend to reveal that an overall CSR commitment requires an interaction between individual and contextual dimensions. However, predispositions coming from the individual manager dimension would play the role of a catalyst for a proactive CSR approach. As for the SMEs transition from weak to global commitment, this would primarily stem from contextual dimensions. In addition, each of the hedonistic, entrepreneurial or managerial action logic could be conducive to this type of commitment. Research Limitations:The number of explored cases could constitute a limitation of this work as it does not allow a statistical generalization of the results based on the criterion of frequency. Originality: Few of the CSR studies focused on a multi-dimensional commitment in SMEs In this research we aim to avoid an over-representation of the manager, and approach his action logics most conducive to a multi-stakeholder approach to CSR.

Evaluation of Appreciative Inquiry Interventions

<p>As a relatively new tool for organization development, action research, training and team building, Appreciative Inquiry (AI) has gained popularity worldwide (Messerschmidt, 2008). Whilst much research has addressed the approach and its philosophy, AI still remains an approach with little self-reflection or critique (Grant & Humphries, 2006). It has been suggested that evaluation of past AI interventions is needed to inform managerial action in conducting future interventions and contribute to the literature on AI (Dunlap, 2008). In this thesis, three large-scale AI interventions (between 130 and 320 participants in the summit) were evaluated. Three organizations operating in New Zealand and Australia agreed to participate in this research. Across these three organizations, data were collected through 23 semi-structured interviews of employees who were involved in the AI summit. Evaluation of these interventions was carried out by comparing the findings of the interviews with the intended goals and outcomes for each organization in initially performing an AI summit. In addition, the findings were contrasted with the existing literature on AI and recommendations for future implementations are made. This research shows that the interviewees across the three organizations consistently reflected very positively on the AI summit. They commonly used words like 'fun', 'great', 'amazing', 'exciting', 'energizing', 'motivating' and 'making you feel special' to describe the event. Particularly, the involvement of a diverse group of people (co-workers from different management levels, customers, suppliers, external partners, etc.) in the summit was highly appreciated by the interviewees. While the literature puts a great emphasis on the AI summit and the planning of the event, the findings indicate that the things that happen post the summit are at least as important as the actual summit itself. Two out of three organizations appear to have underestimated the importance of what should happen after the event and ultimately failed in integrating AI into their organizational processes or capturing significant benefits following the AI summit. In contrast, the third organization put a strong emphasis on planning actions that followed the summit and consequently managed to make AI part of their way of operating.</p>

Evaluation of Appreciative Inquiry Interventions

<p>As a relatively new tool for organization development, action research, training and team building, Appreciative Inquiry (AI) has gained popularity worldwide (Messerschmidt, 2008). Whilst much research has addressed the approach and its philosophy, AI still remains an approach with little self-reflection or critique (Grant & Humphries, 2006). It has been suggested that evaluation of past AI interventions is needed to inform managerial action in conducting future interventions and contribute to the literature on AI (Dunlap, 2008). In this thesis, three large-scale AI interventions (between 130 and 320 participants in the summit) were evaluated. Three organizations operating in New Zealand and Australia agreed to participate in this research. Across these three organizations, data were collected through 23 semi-structured interviews of employees who were involved in the AI summit. Evaluation of these interventions was carried out by comparing the findings of the interviews with the intended goals and outcomes for each organization in initially performing an AI summit. In addition, the findings were contrasted with the existing literature on AI and recommendations for future implementations are made. This research shows that the interviewees across the three organizations consistently reflected very positively on the AI summit. They commonly used words like 'fun', 'great', 'amazing', 'exciting', 'energizing', 'motivating' and 'making you feel special' to describe the event. Particularly, the involvement of a diverse group of people (co-workers from different management levels, customers, suppliers, external partners, etc.) in the summit was highly appreciated by the interviewees. While the literature puts a great emphasis on the AI summit and the planning of the event, the findings indicate that the things that happen post the summit are at least as important as the actual summit itself. Two out of three organizations appear to have underestimated the importance of what should happen after the event and ultimately failed in integrating AI into their organizational processes or capturing significant benefits following the AI summit. In contrast, the third organization put a strong emphasis on planning actions that followed the summit and consequently managed to make AI part of their way of operating.</p>

Innovative Work Management of Teachers of SMA Negeri 1 South Halmahera and SMA AL-Khairaat of Labuha in South Halmahera District (Multi Site Study)

This study aims to find out 1). Innovative work planning for teachers of SMA Negeri 1 of South Halmahera and SMA AL-Khairaat Labuha, 2). The implementation of innovative work of teachers of SMA Negeri 1 Halmahera and SMA Al-Khairaat Labuha, 3). Supervision of innovative work of teachers of SMA Negeri 1 Halmahera and SMA Al-Khairaat Labuha, and 4). The assessment of innovative work of teachers of SMA Negeri 1 Halmahera and SMA Al-Khairaat Labuha. This study used qualitative approach with narrative research method and the research design used was a multi-site study, where first site is SMA Negeri 1 south Halmahera and second site is SMA AL-Khairaat Labuha where the locus located in south Halmahera district. The results showed that 1). The teachers innovative work planning at the two research sites was compiled through a process consisting of two stages, problem identification and alternative problem-solving option. Establishing teachers’ innovative work development plan and applying the principles of deliberation and consensus, 2). The implementation of innovative work of teachers at the two research sites based on the predetermined work plan and is supported by managerial behaviour in the form of providing motivation, communicating face to face and through the electronic medium such as smartphone and supported by teacher behaviour in the form of being committed to achieving innovative work development goal, 3). Supervision of teacher innovative work consists of three types of supervision which include before, during, and after the implementation of the teachers’ innovative work development plan, 4). The assessment of teachers’ innovative work is carried out through an assessment process consisting of three stages of measuring, comparing, and taking managerial action.

International relationships and resilience of New Zealand SME exporters during COVID-19

Purpose This paper aims to empirically investigate how small- and medium-sized enterprise (SMEs) have engaged with international network partners during COVID-19 and how the crisis has changed network relationships and resilience depending on pre-COVID relationship strength and, secondarily, on opportunity outlook in a market. Design/methodology/approach This paper draws on 14 qualitative interviews with managers of New Zealand SMEs from diverse industries and four with industry experts. Rather than generalization, the aim of this exploratory paper is to identify contingency factors, which, under duress, strengthen or break business relationships. Findings Four main patterns emerge from the data, with respect to how SMEs engaged with network partners depending on the nature of their prepandemic relationships and the extent to which their markets had been affected by the pandemic. During crisis, weak ties either break or remain weak, forcing firms to create new, potentially opportunistic, relationships. Strong ties increase resilience, even under a negative outlook, as network partners support each other, including through the development of new ties. Strong ties can also accelerate business model transformation. Research limitations/implications Future large-scale research is needed to test the generalizability of the authors’ findings. Practical implications The findings of this paper indicate lessons for business continuation management and future preparedness for major disruptions. Specific insights may help stimulate managerial action to accelerate contingency planning and policy to support SMEs. Originality/value This paper is an early study on how weak and strong ties influence SME resilience during crisis.

Pivots in the Luxury Business

Consumer behavior is continuously evolving, and with it, so is the business of luxury. Besides other societal and economic changes, digital technology and social networks have affected how people search for information, buy products, and relate to luxury brands. As a growing number of people use social networks, an abundance of social data can be analyzed to detect shifts in perception and behaviors, generating insights that can benefit luxury brands. There is a need for theoretical conceptualizations and, based on these, strategy frameworks to help identify relevant sources of social data and derive actionable insights by using social media intelligence in a strategic, structured, and impact-oriented manner. With their conceptual study, the authors aim to close this gap and contribute towards marketing management literature by proposing a conceptual social listening framework. Their framework highlights the benefits of using social data and explains the basic steps of turning data into valuable insights that drive managerial action based on relevant theory and technology.

The Emergent Nature of Networked Sustainable Procurement

The complex and networked nature of sustainable procurement is evoked through confronting two conceptual models, the triple bottom line-inspired parallel-type “interlocking circles model” with the more systems-oriented series-type “concentric circles model”. This endeavor is integrated with a developed application of contingency theory rooted in network thinking. Two subcase narratives from Ghana, one in the upstream portion of the supply chain associated with exploration and platform-based production, and the other an oil refinery in the downstream part are provided. Interaction, interdependency, and integration, all associated with value, conceptually ground the analyses. A developed empirically grounded conceptual model depicts sustainability as systemically intertwined with value and networked in an immediate business, network, and wider noncontextual natural and social environment. Sustainable procurement is networked, a value creating managerial process rather than, as the triple bottom line posits, a norm “out there” directing managerial action. Sustainability is inherently complex. Rather than guiding action through deterministic ethical norms, it emerges as emergent practices primarily through purposeful interaction within the supply network that instead may be interpreted and developed in a long-term sense through using the two discussed conceptual models on sustainable production.

From the Design of Structures to the Designing of Organizations

The chapter starts with a historical outline of organization design featuring the following trends: • Contingency and configuration • The Simonian design tradition • Institutional organization design • Cognitive, situated, and generative approaches • Systemic approaches from business economics. Next, the chapter turns to an analysis of future trends, based on three proposals. The first concerns the growth of design thinking, which although containing a host of proposals for organization design change, it is so far not seen as an organization designing trend. Second, the trend of managerial choice and action as the focus of organization design is brought back from classical organization theory but with a new twist, that is, the role of the manager is now split into three separate but integrated activities—strategizing, designing, and managing. Third, it is proposed that the turn in some management literature towards language and meaning would become the focus of managerial action under the new design-inspired paradigm.

A Design-Driven Epistemology for Organization Design

It is argued that the epistemological foundations of organization design can be built on a dual theoretical base: design-as-practice and design-as-meaning. The first is founded upon practice as part of current sociological theory applied to organizations (Schatzki, 2001; Nicolini, 2012) and the second is based on design theory (Krippendorff, 2006). If designing is defined as ‘to create meaning’ and if the symbolic action of managers plays a central role in the social construction of organizational reality, then meaning becomes a central concern for organization designing. On the other hand, while asserting that practice provides an ontological foundation for the artefacts which constitute the organization’s design, practice theory does not contain the mechanisms of intentionality and direction required by managerial action. The chapter ends with a broad interpretation of Davidson’s (2001) three types of knowledge—subjective, objective, and intersubjective—in terms of three broad groups of meanings found in organizations: managerially generated intended meanings, organizationally generated emergent meanings, and stakeholder generated perceived meanings.

Managerial Paths, Social Inclusion, and NBS in Tactile Cultural Products: Theory and Practice

The aim of the work1 is to outline the contribution to nature-based solutions (NBS) of managerial paths regarding processes of social inclusion of cultural institutions. The article addresses particular aspects of heritage accessibility with respect to the community of a territory, making it more sensitive to disadvantaged people with special needs. Considering social inclusion as an important social challenge of NBS, the article examines a case study, the Tattile Polo (Tactile Centre), in which accessibility to culture plays a preeminent role, transferring the historical and artistic value of cultural products to visually impaired and blind people. Empirical study assesses the degree of social inclusion of this institution where the NBS approach helps develop inclusive pathways and improve the perception of the reality of these disadvantaged participants. The research defines a possible accountability model through the definition of indicators to measure the inclusive aspects of managerial action as a relevant challenge of the NBS approach.