Translation of trustworthiness signals into factors for stakeholder value cocreation

In this empirical paper, we contribute to this special issue on “The Marketing and Public Affairs of Sustainability” by addressing value creation, the raison d'être for the marketing scholarship, from a social sustainability perspective. Our evidence shows that during the interlinked practices of a focal organization and its external stakeholders, the practices from the former emit trustworthiness signals which translate into factors for stakeholder value for the latter, as precursor to stakeholder value cocreation or value destruction. Therefore, utility is not the result of an organization's decision-making and actions but rather, it is shaped by these interlinked practices, moderated by each stakeholder group's dynamic reference state. We believe that our explanatory model, by showing that trustworthiness and stakeholder engagement are endogenous to value creation, is consistent with the view of corporate sustainability as a persuasive and effective organizational management idea.     

The detention of asylum seekers in the UK: bail for immigration detainees

Feminist economics draws increasing attention from professional mainstream economists. In this paper, we discuss methodological issues, some theoretical developments – notably on the household – and issues of economic policy. We point to parallels between feminist economics and institutional economics, and argue that these relations might be strengthened to the benefit of both.     

Observational experiences of intrapersonal conflict and teenage victimization: A comparative study among spouses and cohabitors

This study drew from the National Family Violence Resurvey of 1985 provided by Straus and Gelles. Five thousand one hundred fifty nine married and cohabiting couples were asked about violent experiences and observations in their family of orientation. These experiences were categorized by the degree of severity as well as its frequency. Intrafamilial conflict impacts on behavior in intimate relationships. The status of the relationship also contributes to the vulnerability towards victimization. Specifically, cohabitors were more likely to engage infuture violentrelationships than spouses given similar patterns of teenage victimization and observation. One explanation for the variation may include anticipation of nonfamilial violence over familial violence. Society fears violence at the hands of a stranger more so than a family member. This affects the greater acceptability to engage in violence with a partner who remains nonfamilial. Past studies have addressed the cycle of violence theory in explaining predictability. Nevertheless, this study initiates the comparison of unique populations within intergenerational transfer research. It proposes that more research needs to be conducted to better understand variation patterns among various victim populations. In other words, why some groups are more vulnerable to victimization and perpetration given similar background experiences should be explored.     

In Pursuit of the Re-Engineering Agenda in Public Administration

The article examines the findings from longitudinal case study work conducted in the 1992-96 period in two organizations in the United Kingdom health care and post office sectors. The study highlights the many cultural, political and technical issues that emerge in the strategy and implementation of IT-enabled re-engineering projects. The radical re-engineering perspective and model for change presented by Hammer and Champy (1993) are compared against empirical findings. These suggest that the Hammer and Champy advice contains many limitations. The cases show the specific circumstances in which radical re-engineering can be effective, in managerial terms, but also point to conditions under which a unitary perspective on the organization often cannot address adequately many critical political and cultural issues. Moreover, the case histories point to the dangers of an over reliance on a methodological holism that can rarely be delivered in complex large-scale organizations, given the scale of change envisaged; and the difficulties engendered by over-emphasizing the need for transformation, and 'starting again', and downplaying the role of history and continuity in both the study and management of organizational change.