Ephemeral who? Evidence from the reconversion process implemented by Italian fashion companies in response to the COVID-19 pandemic

The paper provides insights over the response of the Italian fashion companies to the pandemic between their willingness to help the country to face the emergency and their necessity to keep the business afloat. In an exploratory ethos and by relying on qualitative inductive research, the study investigates 11 fashion companies by also engaging in extensive secondary data collection at the industry-level. By reconciling several theoretical lenses (i.e., strategic management, grand challenges and organizational ecology) into a systemic conceptual framework, the paper uncovers the underlying dynamics of the reconversion process by also unpacking the relevant dimensions that were leveraged by the companies to respond to the pandemic. Through the concept of adaptive resilience, the findings highlight how the Italian fashion companies were able to cope with the pandemic, with the reconversion process being implemented at the crossroads between exploring opportunities of a new (albeit often temporary) business and the exploitation of existing key resources and capabilitie

Crossroads Rhode Island: Proposed Social Enterprise Business Plan

Crossroads Rhode Island provides their clients with a continuum of care that includes basic emergency needs, shelter, housing, case management and vocational services for individuals and families. In order to provide these services they rely on the generosity of their donors and supporters who have helped Crossroads to become the largest homeless services organization in Rhode Island. It is important to Crossroads that they stick to their core values of safety, respect, and effectiveness when helping the homeless or at-risk individuals and families secure stable homes

ISLA 2020 Keynote: We’ve got work to do! Enabling the COVID-19 recovery digitally

Given the accelerated adoption of technology during coronavirus pandemic (COVID-19) and the emergence of new needs in terms of new products and services, new business models, and new ways of organizing, the question of how digital technology will impact the recovery after the pandemic is highly salient for scholars of strategy, management, and information systems (IS). This paper attempts to interpret the progress, direction, and purpose of the current research related to digital transformation—the process of digital technology enabled changes. It highlights the importance of taking stock of what we know about digital transformation and shedding more light on what is unique about the post-pandemic recovery phenomenon. Then, the article illustrates the implications for future research at the crossroads between the COVID-19 recovery and digital transformation across multiple levels of analysis, including individual, organization, and society

After Citizens United: Improving Accountability in Political Finance

The vitality of our democracy is being sapped by a rising tide of political spending and a pervasive emphasis on money in the political process. Our political system has taken on the character of a permanent campaign in which elected officials are engaged in a continual chase for campaign dollars and interest groups raise and spend increasingly large sums to gain policy influence. The result is a political environment in which electoral concerns are predominant in policy deliberations and the need for campaign money too often shapes policy actions. Such a system does not serve the best interests of the nation or the business community

Governance of national parks at the crossroads: New Zealand’s silent reform

New Zealand’s national parks are major attractions for tourism and recreation, while hosting other commercial activities considered compatible with that primary role, like grazing, commercial filming and renewable electricity production. Commercial activities can only be carried out according to the terms of legal documents referred to as ‘concessions’ (typically, permits, licences and leases). There are currently 14 national parks, all managed by the Department of Conservation (DOC). Most of the country’s native birds, reptiles, frogs, bats and plants are unique in the world, but highly vulnerable to introduced predators and human activities. DOC has argued frequently that its conservation activities are ‘heavily weighted towards the trapping and poisoning of ... introduced animals’. However, ‘less than 25% of conservation land receives interventions on key threats, with around 8% receiving possum, rat and stoat control’ The limited availability of financial resources is an important obstacle to implementing the department’s statutory biodiversity protection responsibilities. In the recent past DOC’s budgetary allocations have increased slightly every year. However, Treasury documents show that since 2013 there has been a reduction

National Innovation Network at the Crossroads – in Search of a New Support Formula for Proinnovative Services for Small and Medium Enterprises

Celem artykułu jest analiza jakościowa systemu wsparcia innowacyjnej przedsiębiorczości opartego na Krajowej Sieci Innowacji oferującej usługi proinnowacyjne dla małych i średnich przedsiębiorstw w Polsce. Formułowane wnioski oparte są na wynikach ogólnopolskich badań przeprowadzonych przez autora wśród firm sektora MŚP, będących zarówno beneficjentami usług KSI (ogółem zbadano 381 podmiotów), jak i firm niekorzystających wcześniej z tych usług (próba badawcza liczyła 1100 podmiotów). Podstawowe zastrzeżenia zgłaszane przez małych i średnich przedsiębiorców dotyczą pasywności tych ośrodków w budowaniu partnerskiej współpracy, zdolności do rozpoznania rzeczywistych potrzeb przedsiębiorstwa oraz umiejętności dostosowania oferty usług w odpowiedzi na rzeczywiste potrzeby przedsiębiorstw. W artykule zawarto rekomendacje zmian w systemie świadczenia usług proinnowacyjnych w ramach wsparcia publicznego oferowanego przez ośrodki Krajowej Sieci Innowacji w odniesieniu do „filozofii”, zakresu i instrumentów wsparcia

Contradictions in social enterprise: do they draw in straight lines or circles?

This paper provides a critical perspective on the discourse surrounding the concept of social enterprise. The paper shifts the lens away from numbers to consider how actors see themselves as social enterprises. The authors make sense of the foundations upon which the concept of social enterprise and entrepreneurship is ‘drawn’ – quite literally – by considering linear models and diagrams that analyse social enterprise on a continuum between non-profit (mission) and profit (market) orientation. A great deal has been made of the success and growth of social enterprise. The imagery in the literature reflects an emphasis on growth resulting from ‘the rising tide of commercialisation of non-profit organisations’ (Dees, 1998) with the result that the CBI now includes over 50,000 organisations in a social enterprise sector (SBS, 2005). Despite reports of rapid growth, there is awareness that ‘take-up of social enterprise model … is patchy and fails to reflect the enthusiasm with which it is discussed’ (Stevenson in Westall &amp; Chalkley 2007). We ask why? A methodological approach involving visual drawings by actors reveals stories and sensemaking experiences of social enterprises. Open conversations enabled the researchers to gain deep insights that would not have been as insightful through a quantitative approach. The key findings suggest: Firstly, participants report tensions when pursuing social and economic goals simultaneously. Secondly, whilst some welcome opportunities that are emerging, others perceive substantive threats to the third sector. Thirdly, Social enterprise emerges as a diverse and heterogeneous movement located at the boundaries of public, private and voluntary sectors. At each boundary, different constitutional forms and practices are seen. In conclusion, it is argued that the linear perspective itself gives the impression that there is a ‘patchy’ take up of social enterprise. A heterogeneous perspective reveals that theory and policy development is patchy, rather than social enterprise practices. The unique contribution this research paper offers is within the depth of enquiry and insight into the actual practices provided from those within the field. The critical perspective is taken from the literature and discussed in the settings of the actors in the field which provides practitioners, business support agencies and academics with a different level of empirical investigation that captures an originality and narrative that has barely been explored before.</p

Looking Ahead

[Excerpt] The American entertainment industry and its system of labor-management relations is now at a crossroads. Its future will be determined to a great extent by emerging developments that could either hinder or facilitate expansion, depending on the course of affairs approaching the year 2000. The key trends will converge to influence the course of collective bargaining in the industry and the choices made by unions and employers

Culture and Commerce

Illustrates the possibilities and challenges of making partnerships between economic development agencies and traditional arts organizations work. Examines the outcome of eight collaborations that were formed as part of a partnership funding initiative

Crossroads, Connections, and Creativity: Musselman Library Strategic Plan

The Musselman Library Strategic Plan grew out of two all-staff meetings held in January 2007. During the first, library staff identified areas of strength and weakness, as well as opportunities for improvement and growth. Maureen Sullivan, an organization development consultant for libraries, led the next meeting. Ms. Sullivan helped to deepen the analysis begun during the previous meeting and encouraged the staff to begin envisioning the future of the Library. In late January, Robin Wagner, Director of Library Services, formed the Strategic Planning Committee (see list of participants below). The committee’s initial tasks were to complete an environmental scan and to identify upcoming trends and best practices in library services, while formulating mission and vision statements for Musselman Library. These were presented to the rest of the staff for feedback during meetings in March and April. Also in April, the Strategic Planning Committee invited other library staff to serve on task forces charged with creating goals and action items for the plan’s four core issues (see Appendix C). Maureen Sullivan facilitated the launching of these task forces, and each group, led by a member of the Strategic Planning Committee, then met independently numerous times during the next few weeks. The final task force reports were completed in early May and shared with the entire library staff. On May 21, Maureen Sullivan led an all-staff meeting to discuss the task force recommendations. Ms. Sullivan then met with the Strategic Planning Committee and Robin Wagner to begin the process of revising, prioritizing, and incorporating the goals and action items into one cohesive strategic plan. Crossroads, Connections, and Creativity: Musselman Library Strategic Plan was submitted to Robin Wagner, on June 12, 2007. [excerpt