Artefact Appropriation in Facilitated Modelling: An Adaptive Structuration Theory Approach

Scholars have long acknowledged the importance of unveiling the black box of Operational Research (OR) practice. However, despite the emerging empirical studies in the area known as ‘Behavioural OR’, there is still a dearth of research into how artefacts are used at the micro-level of OR practice. This paper addresses this gap by using Adaptive Structuration Theory (AST) to study the appropriation (use) of artefacts during a Facilitated Modelling (FM) workshop. We argue that the appropriation of artefacts from the workshop participants enables them to engage in negotiation of meaning with action implications effectively, but appropriation occurs at varying intensities (high, medium, low) depending on the issue of concern. Moreover, we identify that artefacts are reproduced if their reproduction is an aim or part of an aim of strategic discourse. Finally, we outline the limitations of our study and future research avenues

How do things become strategic? ‘Strategifying’ corporate social responsibility

How do things become ‘strategic’? Despite the development of strategy-as-practice studies and the recognized institutional importance of strategy as a social practice, little is known about how strategy boundaries change within organizations. This article focuses on this gap by conceptualizing ‘strategifying’ – or making something strategic – as a type of institutional work that builds on the institution of strategy to change the boundaries of what is regarded as strategy within organizations. We empirically investigate how corporate social responsibility has been turned into strategy at a UK electricity company, EnergyCorp. Our findings reveal the practices that constitute three types of strategifying work – cognitive coupling, relational coupling and material coupling – and show how, together and over time, these types of work changed the boundaries of strategy so that corporate social responsibility became included in EnergyCorp’s official strategy, became explicitly attended to by strategists and corporate executives and became inscribed within strategy devices. By disambiguating the notions of strategifying and strategizing, our study introduces new perspectives for analysing the institutional implications of the practice of strategy

In Vitro and In Vivo Studies Identify Important Features of Dengue Virus pr-E Protein Interactions

Flaviviruses bud into the endoplasmic reticulum and are transported through the secretory pathway, where the mildly acidic environment triggers particle rearrangement and allows furin processing of the prM protein to pr and M. The peripheral pr peptide remains bound to virus at low pH and inhibits virus-membrane interaction. Upon exocytosis, the release of pr at neutral pH completes virus maturation to an infectious particle. Together this evidence suggests that pr may shield the flavivirus fusion protein E from the low pH environment of the exocytic pathway. Here we developed an in vitro system to reconstitute the interaction of dengue virus (DENV) pr with soluble truncated E proteins. At low pH recombinant pr bound to both monomeric and dimeric forms of E and blocked their membrane insertion. Exogenous pr interacted with mature infectious DENV and specifically inhibited virus fusion and infection. Alanine substitution of E H244, a highly conserved histidine residue in the pr-E interface, blocked pr-E interaction and reduced release of DENV virus-like particles. Folding, membrane insertion and trimerization of the H244A mutant E protein were preserved, and particle release could be partially rescued by neutralization of the low pH of the secretory pathway. Thus, pr acts to silence flavivirus fusion activity during virus secretion, and this function can be separated from the chaperone activity of prM. The sequence conservation of key residues involved in the flavivirus pr-E interaction suggests that this protein-protein interface may be a useful target for broad-spectrum inhibitors

V-ATPase-Mediated Granular Acidification Is Regulated by the V-ATPase Accessory Subunit Ac45 in POMC-Producing Cells

The regulation of the V-ATPase, the proton pump mediating intraorganellar acidification, is still elusive. We find that excess of the neuroendocrine V-ATPase accessory subunit Ac45 reduces the intragranular pH and consequently disturbs prohormone convertase activation and prohormone processing. Thus, Ac45 represents the first V-ATPase regulator

Building International Business Theory: A Grounded Theory Approach

The field of international business (IB) is in need of more theory development (Morck & Yeung, 2007). As such, the main focus of our manuscript was to provide guidance on how to build IB specific theory using grounded theory (GT). Moreover, we contribute to future theory development by identifying areas within IB where GT can be applied and the type of research issues that can be addressed using this methodology. Finally, we make a noteworthy contribution by discussing some of GT’s caveats and limitations, particularly those relevant to IB. This effort is intended to spur further interest in the development of IB theory

Why your company may need a chief external officer: upgrading external affairs can help align strategy and improve competitive advantage

Companies and their executives have long had to factor external political and social environments into their strategic decisions. In recent years, however, political and social issues have become more complex and consequential. In just the past few years, major social and political events such as the Deepwater Horizon oil spill and the implementation of the Affordable Care Act have had profound and lasting impacts on business. As a result, some global organizations must develop new roles to manage these nonmarket phenomena. In this paper we review research on nonmarket strategy and its connection to competitive advantage. We document the often fractured nature of nonmarket functions in most corporations and suggest that proactive companies should consider creating a unified senior executive function to manage the political-regulatory and social-cultural environments. We illustrate how this role can improve the competitive advantage of the organization and we provide managers with a framework to explore different scenarios, structures and options for managing a wide range of nonmarket pressures