bluuebunny/crossref_metadata_2025 huggingface dataset:
Cumulative remnant cholesterol predicts cardiovascular outcomes in elderly patients with atherosclerotic cardiovascular disease
Authors: Xiao Zhiwen , Lin Zhongqiu , Xu Lin , Xu Wenlong , Huang Haoxiang , Wang Yuegang , Cao Shiping , Xie Zhiquan , Liao Wangjun , Liao Yulin , Bin Jianping , Feng Weijing , Chen Yanmei
Published: September 2023

Aims

Remnant cholesterol (RC) reportedly mediates residual cardiovascular risk in atherosclerotic cardiovascular diseases (ASCVD). However, few studies have characterized long-term cumulative RC exposure among elderly people. The study aimed to evaluate the association between cumulative exposure to RC and incident major adverse cardiovascular events (MACE) by analysing a cohort of elderly patients with ASCVD.

Methods and results

This retrospective multicentre cohort study enrolled ASCVD participants aged ≥75 years with baseline visits occurring from 2006 to 2012 followed by four in-person visits. Cumulative RC was estimated as the area under the curve using measurements from the first to fourth visits by using 9-year data. The time-weighted average (TWA) RC was expressed as cumulative exposure to RC averaged by years. All outcomes were follow-up from the fourth visit to the year 2021. Outcomes included a composite of MACE (stroke, unstable angina pectoris, myocardial infarction, and cardiac death). We included 4,680 participants (73.1% male, mean age 79.3 ± 2.5 years). The median follow-up duration was 6.1 years (interquartile range: 3.4–6.6 years). In the multivariable model adjusted for traditional cardiovascular risk factors, low-density lipoprotein cholesterol level, and most recent RC level, the hazard ratios for MACE that compared the high and low tertiles of the RC variables were 1.30 [95% confidence interval (CI), 1.16–1.44] for cumulative RC and 1.36 (95% CI, 1.23–1.52) for TWA RC. Consistent significant associations were observed among most propensity score analyses.

Conclusions

Long-term cumulative RC was independently associated with incident MACE in elderly participants with ASCVD, suggesting that achieving and maintaining optimal RC levels later in life may still improve cardiovascular outcomes.
Five-year changes in weight and risk of atrial fibrillation in the Danish Diet, Cancer, and Health Cohort
Authors: Frederiksen Tanja Charlotte , Christiansen Morten Krogh , Benjamin Emelia J , Overvad Kim , Olsen Anja , Dahm Christina Catherine , Jensen Henrik Kjærulf
Published: September 2023

Aims

Obesity is a major risk factor for atrial fibrillation (AF). Compared with stable weight, gaining weight was associated with a higher risk of incident AF in observational studies. The results, however, are conflicting regarding weight loss and risk of AF. This study aimed to assess the association between 5-year weight changes and risk of incident AF.

Methods and results

The study was based on participants from the Danish Diet, Cancer, and Health Cohort. Body mass index (BMI) was assessed at a baseline examination and at a second examination 5 years later. Diagnoses of AF and co-morbidities were retrieved from the Danish National Patient Registry. In total, 43 758 participants without prior AF were included. The median age was 61 years and 54% were female. During a median follow-up of 15.7 years, 5312 individuals had incident AF (incidence rate 8.6/1000 person-years). Compared with stable weight, weight gain between 2.5 and 5 BMI units (kg/m2) was associated with a higher risk of AF [hazard ratio (HR) 1.24, 95% confidence interval (CI) 1.09–1.41]. Weight gain of 5 or more BMI units (kg/m2) was associated with a HR of 1.95 (95% CI 1.48–2.56) of incident AF. However, there was no statistically significant association between weight loss and risk of AF.

Conclusion

Five-year weight gain was associated with greater risk of AF compared with stable weight in the Danish Diet, Cancer, and Health Cohort. There was no statistically significant association between weight loss and risk of AF.
A haplotype-resolved chromosome-scale genome for Quercus rubra L. provides insights into the genetics of adaptive traits for red oak species
Authors: Kapoor Beant , Jenkins Jerry , Schmutz Jeremy , Zhebentyayeva Tatyana , Kuelheim Carsten , Coggeshall Mark , Heim Chris , Lasky Jesse R , Leites Laura , Islam-Faridi Nurul , Romero-Severson Jeanne , DeLeo Victoria L , Lucas Sarah M , Lazic Desanka , Gailing Oliver , Carlson John , Staton Margaret
Published: September 2023

Northern red oak (Quercus rubra L.) is an ecologically and economically important forest tree native to North America. We present a chromosome-scale genome of Q. rubra generated by the combination of PacBio sequences and chromatin conformation capture (Hi-C) scaffolding. This is the first reference genome from the red oak clade (section Lobatae). The Q. rubra assembly spans 739 Mb with 95.27% of the genome in 12 chromosomes and 33,333 protein-coding genes. Comparisons to the genomes of Quercus lobata and Quercus mongolica revealed high collinearity, with intrachromosomal structural variants present. Orthologous gene family analysis with other tree species revealed that gene families associated with defense response were expanding and contracting simultaneously across the Q. rubra genome. Quercus rubra had the most CC-NBS-LRR and TIR-NBS-LRR resistance genes out of the 9 species analyzed. Terpene synthase gene family comparisons further reveal tandem gene duplications in TPS-b subfamily, similar to Quercus robur. Phylogenetic analysis also identified 4 subfamilies of the IGT/LAZY gene family in Q. rubra important for plant structure. Single major QTL regions were identified for vegetative bud break and marcescence, which contain candidate genes for further research, including a putative ortholog of the circadian clock constituent cryptochrome (CRY2) and 8 tandemly duplicated genes for serine protease inhibitors, respectively. Genome–environment associations across natural populations identified candidate abiotic stress tolerance genes and predicted performance in a common garden. This high-quality red oak genome represents an essential resource to the oak genomic community, which will expedite comparative genomics and biological studies in Quercus species.
Did Resilience and Socioeconomic Status Predict Older Adults’ Finding a Silver Lining in COVID?
Authors: Wilder Jocelyn , Lauderdale Diane S , Hawkley Louise
Published: September 2023

Background and Objectives

The coronavirus disease 2019 (COVID-19) pandemic stretched our limits—physically, mentally, and economically. However, some older adults report that it led to positive changes. This study aims to understand whether prepandemic resilience, education, or income predicted older adults’ subsequent likelihood of reporting positive changes in their lives during the pandemic.

Research Design and Methods

We use data from the National Social Life, Heath, and Aging Project, an ongoing panel study with a COVID-19 ancillary supplement (N = 2,650).

Results

The study results aligned with the fundamental cause theory. In demographically adjusted models including resilience, education, and income, as well as the effect of the pandemic on employment and a COVID-disruption score, the odds of reporting any positive change were 2.6 times higher for those with an associate degree (p < .01) and 4.7 times higher for those with a bachelor’s or higher (p < .001), compared to those without a high school degree. In contrast, neither resilience nor income was significantly associated with endorsing a positive change. We also categorize specific changes thematically coded from open-ended responses and examine their demographic distributions. Categories include spirituality, home organization, hygiene practices, and increased quality time with others.

Discussion and Implications

These findings show that older adults with more education could navigate COVID-19 challenges in a way that improved their perspectives on at least one aspect of their lives.
Public perceptions of US for-profit, nonprofit, and public hospitals
Authors: Taylor Lauren A , Franz Berkeley , Zink Amanda , Fair Andrew , Cronin Cory E
Published: September 2023

Nonprofit hospitals have been criticized for behaving like for-profit hospitals. One prominent defense of nonprofit hospitals is contract failure theory, which suggests that nonprofits are important in markets defined by information asymmetries. Unlike for-profits, nonprofit hospitals’ inability to distribute profits may provide patients with an important assurance that they will not be exploited in the course of receiving care. We investigated support for this theory using a sample of 2569 US adults. We assessed (1) relevance of hospital ownership status; (2) respondent preferences for nonprofit, for-profit, or public hospitals; and (3) respondent ability to correctly identify hospital ownership status. We found little evidence that hospital nonprofit status influenced Americans’ decisions about where to seek care. Ownership status was relevant for fewer than 30% of respondents and preference was greatest overall for public hospitals. Only 30–45% of respondents could correctly identify the ownership status of nationally recognized hospitals, and fewer than 30% could identify their local hospitals. These findings suggest that contract failure does not currently provide a justification of nonprofit hospitals’ value; further scrutiny of tax exemption for nonprofit hospitals is warranted.
A Process–Practice Model of Strategy
Authors: Mackay Dave , Arevuo Mikko , Meadows Maureen
Published: September 2023

This chapter focuses on what people actually do in relation to strategy over time
and in context, and it explains how strategy can be understood as a continuing
accomplishment of practitioner activity. It quotes Henry Mintzberg, who highlights
the practical value of being able to “craft strategy” by “drawing on skill,
dedication and mastery of detail”. Using the image of a potter artfully shaping
something from clay, Mintzberg describes the practice of strategy as a continual
effort in which formulation and implementation merge into a fluid process of
learning through which creative strategies emerge. In line with this metaphor, the
chapter introduces a dynamic process–practice framework of strategy that
accommodates all the interpretations of strategy covered in the text.
Corporate strategy and structure
Authors: Mackay Dave , Arevuo Mikko , Meadows Maureen
Published: September 2023

This chapter describes how organizations can form complex networks in order to
facilitate actions that would be difficult to do alone. The way that tasks are
divided, and sub-tasks are managed to fulfil overall goals is call structuring. This
chapter explores how an organization’s structure enables activities to be carried
out in a way that is consistent with its purpose. It goes on to consider
organizational structure at different levels, and considers how, from a
process-practise perspective, analysis of structure helps us to better understand
how decisions are made, how stakeholders interact and how information and resources
flow. Finally, the chapter considers systems and organizational cultures as
alternative control mechanisms and considers the relationship between
internationalization and organizational structure.
The emotional dynamics of leadership
Authors: Bolden Richard , Gosling Jonathan , Hawkins Beverley
Published: September 2023

This chapter examines the concept of the leader more holistically, as a complex emotional human being, constructed as a ‘leader’ through stories and narrative. It begins with a discussion of transformational leadership and charisma, exploring how leaders can use behaviours like the ‘Four Is’ to inspire others, so that follower behaviour stems not from an extrinsic reward like money, but from a belief that the leader's vision is morally right. However, leaders' efforts to inspire often fail when they appear inauthentic—when it appears that the leader's vision does not match their actions, or when somehow their values feel out of place with organizational culture. Authenticity requires a vulnerability that is often associated with emotional intelligence. One effective way that leaders inspire and regulate the emotions of others is through the careful crafting of narratives—a form of storytelling. The chapter concludes by discussing ‘identity work’ in leadership development.
Power, politics, culture, and toxicity in organizations
Authors: Bolden Richard , Gosling Jonathan , Hawkins Beverley
Published: September 2023

This chapter focuses on the relationship between leadership and power, politics, culture, and toxicity. It argues that much of what happens in organizations is not particularly rational but shaped by the psychological processes and emotions which emerge when groups of people come together. Leadership is fundamentally about power and is a key process through which underlying social dynamics are created and maintained. Politics involves the strategies and tactics through which individuals and groups enact and engage with power and hence another inevitable part of life in organizations. The chapter then turns to organizational culture and the extent to which leaders both shape and are shaped by the values and assumptions that exist within organizations. It considers processes of ‘corporate culturism’ before looking at the shadow side of leadership and the potential for toxicity to emerge that has direct effects on the wellbeing of leaders, followers, organizations, and wider society.
Community, national culture, and place
Authors: Bolden Richard , Gosling Jonathan , Hawkins Beverley
Published: September 2023

This chapter assesses leadership from a societal perspective, with a particular focus on community, national culture, and context and place. It reflects on the similarities and differences between leadership in organizations and communities, suggesting that attention be given to the manner in which we create meaningful and enduring relationships with others and a sense of trust and belonging. The chapter then considers how, while the world is becoming increasingly inter-connected and ‘global’, we must still embrace and value local differences. Place affects leadership and leadership affects place—the chapter suggests a ‘worldly’ approach to leadership practice and development that enables us to situate ourselves in the wider scheme of things while also embracing the richness and diversity of local contexts. It concludes with some observations on the nature and importance of context and place in studying and understanding leadership.
Business-to-Business Marketing
Authors: Paul Baines , Sara Rosengren , Paolo Antonetti
Published: September 2023

This chapter covers the notion of business-to-business marketing, primarily concerning the marketing of the huge range of offerings bought and sold between organizations. It details the characteristics of business markets, referencing their nature, buying process, international dimensions, and relationships that develop between organizations. Meanwhile, organizational buying behaviour refers to a group buying activity in which several people with different roles make purchasing decisions that affect the organization and the achievement of its objectives. The chapter discusses the application of Pareto Analysis and the customer portfolio matrix concerning key account management. It also notes the importance of reputation and branding in professional services firms.
Services and Relationship Marketing
Authors: Baines Paul , Rosengren Sara , Antonetti Paolo
Published: September 2023

This chapter tackles services and relationship marketing. It explains how the service sector represents a very large component of many countries' gross domestic product (GDP). Services are primarily characterized by their factors of intangibility, perishability, variability, inseparability, and a lack of ownership that influence how marketers design, deliver, and evaluate the marketing of services. Meanwhile, relationship marketing is based on the premise that retained customers are more profitable than customers based on transactional marketing. The chapter defines customer experiences as an emotional transition and response through interactions with an organization and its offerings. It then elaborates on the implementation of customer engagement strategies, referencing how engaged customers can recruit new customers by influencing their opinions.
Branding Decisions
Authors: Paul Baines , Sara Rosengren , Paolo Antonetti
Published: September 2023

This chapter covers the process behind branding decisions. It refers to a brand as the added value a product or service is granted in consumers' minds when identified as different from other products. Moreover, brands represent opportunities for both consumers and organizations to buy and sell products and services easily, more efficiently, and relatively quickly. The chapter then highlights the importance of choosing a name for a brand, which in turn builds the foundation for building salience. Branding strategies, like individual, family, and corporate branding, can provide direction, consistency, and brand integrity within an organization's portfolio of brands. The chapter then considers different perspectives on brand equity and its relationship using the brand-value chain.
Changing the organization
Authors: King Daniel , Lawley Scott
Published: September 2023

This chapter begins by studying how people have different perspectives on change. On the one hand, change might be seen by managers as a reasonable action to take in response to certain triggers or pressures. On the other hand, change can cause anxiety, fear, and upset among the workforce that it affects. The chapter then presents three broad approaches which examine the implementation of change against the backdrop of such conflicting perspectives. First, it considers a naïve approach to change which stems from viewing the organization in simplistic terms, as a set of building blocks. Second, the chapter suggests that viewing the organization as an iceberg (the planned approach) shows its hidden depths which affect the implementation of change. Finally, an emergent approach to change sees the organization as a river, constantly in flow.
Work, emotion, and aesthetics
Authors: King Daniel , Lawley Scott
Published: September 2023

This chapter begins by explaining why the quality of the experience is so important to service work, in particular aspects of service work defined variously as front-line, customer-facing, or interactive service work. Organizations become like theatres; workers undertake performative labour in exchange for the wages they are paid. The chapter then looks at two particular aspects of this type of work. Emotional labour is concerned with how workers behave and interact with customers and clients. Aesthetic labour is concerned with aspects of appearance, and how workers present and ‘carry’ themselves in front of customers. The chapter shows how the burden of performative labour falls disproportionately on women, to the point where women are seen to be objectified or sexually ‘commodified’ in service work. It also considers how a reputation economy can ultimately decide whether or not gig economy workers are given any future work.
Managing Misconduct
Authors: Banfield Paul , Kay Rebecca , Royles Dean
Published: September 2023

This chapter discusses the management of misconduct, which is defined as behaviour that transgresses contractual arrangements, work rules, established norms of performance, or other standards that can be seen as reasonable and necessary for the effective employment and management of people at work. The management of discipline and grievance features highly on the human resources (HR) agenda. The role of HR is not simply about managing the resolution of discipline and grievance cases, but also includes investigating and addressing the reasons that contribute to their existence. HR must also have regard for the effectiveness and proportionality of the way they respond to situations of an alleged breach of rules and standards. Most importantly, HR is tasked with the development of effective processes for handling grievances at work.
Strategic management and strategic human resource management
Authors: Bailey Catherine , Mankin David , Kelliher Clare , Garavan Thomas
Published: September 2023

This chapter evaluates some of the debates that surround the concepts of strategy and strategic management, and their relationship with human resource management (HRM). It examines the concepts of strategy and strategic management and explains their origins. It looks at how perspectives of strategy have changed over time. Then, it considers issues associated with strategy, indicating levels of strategy and different perspectives on the strategic process. Lastly, it addresses the question on how strategy is related to HRM and the concept of strategic alignment.
Strategic human resource management and talent management
Authors: Bailey Catherine , Mankin David , Kelliher Clare , Garavan Thomas
Published: September 2023

This chapter looks into talent management and evaluates the issues and debates that surround the concept. It analyses the concepts of ‘talent’ and ‘talent management’ and highlights the lack of conceptual clarity that exists in how they are defined. The chapter also considers key debates within talent management, including the concept of ‘talent mindset’, ‘employee value proposition’, inclusive or exclusive approaches to talent management, and debates about differentiation of talent. Then, it examines the talent management process, focusing on the acquisition, development, retention, and evaluation of talent. The chapter concludes with a discussion of the place of talent management within HRM.
Strategic human resource management and knowledge management
Authors: Bailey Catherine , Mankin David , Kelliher Clare , Garavan Thomas
Published: September 2023

This chapter examines knowledge management concepts and the role of HRM within knowledge management. It first defines and explains the concepts of ‘knowledge’ and ‘knowledge management’. Second, the chapter evaluates theoretical perspectives that can be used to explain the nature of knowledge and its contribution to organizations. The chapter critically explores the contribution of knowledge management to organizational performance, followed by a discussion of the contribution of HRM to knowledge management. It considers the role of HRM practices in enhancing knowledge sharing and seeking, as well as their role in preventing knowledge hiding. The chapter concludes with a discussion of the facilitators and barriers to knowledge management in organizations.
Global management of change
Authors: Frynas Jędrzej George , Mellahi Kamel
Published: September 2023

This chapter deals with the management of change. Multinational firms must be prepared to undertake both incremental change and transformational change. Change management is the process by which a multinational firm obtains its current and future strategy. People facing change often go through five phases: denial, defence, discarding, adaptation, and internalizing. The appropriate style of change management is dependent on four factors: the magnitude of the change; the fit of the organization to its environment; the time available for discussion; and the support for change within the organization. The role of the change agent requires interpersonal and political skills.
A brief history of organization theory
Authors: Hatch Mary Jo
Published: September 2023

This chapter defines organization theory as a multidisciplinary enterprise that draws from diverse sources, indicating perspectives and disciplines that contributed ideas to its development. It focuses on concepts and theories developed within the modern, symbolic, and postmodern perspectives and presents influential ideas from which these perspectives emerged. It also looks at the tension between theory and practice that leads to the continual formulation of new concepts, theories, and perspectives. The chapter introduces political economists and sociologists whose ideas were highly influential when organization theory was born and whose work continues to inform this field of study today. It points out that the historical record concerning organization does not extend much into ancient times as Adam Smith was the first person on record to publish a formal theory of organization in 1776.
Organizational technology
Authors: Hatch Mary Jo
Published: September 2023

This chapter focuses on social structure in the context of organization theory. Social structure involves the division of labour, hierarchy, and mechanisms of coordination which organize workers and the work that they do. How they perform it both defines and is controlled by the organization's technology. The chapter highlights modern organization theory. This theory characterizes the components of organizational technology as the knowledge, processes, tools, and equipment used to transform inputs into products or services. The chapter also reviews recent industrial developments that incorporate a renewed emphasis on design, pushing technology's meaning back in the direction of its ancient roots. The chapter mentions symbolic researchers who study how technology itself is produced by social construction and enactment. It explains how postmodernists approach technology in ways that both challenge modernist ideas and push beyond the symbolic perspective, often into moral territory.
Learning and Knowledge Management
Authors: Hislop Donald , Bosua Rachelle , Helms Remko
Published: September 2023

This chapter explores the ways that learning is conceptualized and the issue of organisztional learning. The chapter starts with an examination of the difficulties involved in defining what learning is. It then considers the diversity of ways in which learning occurs. Then it delves into the dynamics of organizational learning, and the relationship between individual, group, and organizational-level learning processes. It also presents two perspectives on the debate surrounding the concept of the learning organization. Issues raised by the critics of the learning organization rhetoric, such as the need to account for power, as well as the broad context of the employment relationship are also tackled.
Objectivist Perspectives on ICTs and Knowledge Management
Authors: Hislop Donald , Bosua Rachelle , Helms Remko
Published: September 2023

This chapter delves into the diverse ways in which information and communication technologies (ICTs) can be used to facilitate knowledge management processes which are compatible with the objectivist perspective on knowledge. It starts by revisiting the key features of the objectivist perspective on knowledge, focusing on their implications regarding the role that ICTs can play in knowledge processes. After this, the chapter then examines three different approaches of IT-enabled knowledge management that support the objectivist perspective on knowledge management. A brief exposition of combining different approaches into one software solution or knowledge management platform is done. Finally, the chapter presents a critical evaluation of objectivist approaches on ICTs and knowledge management.
Practice-Based Perspectives on ICT-Enabled Knowledge Management
Authors: Hislop Donald , Bosua Rachelle , Helms Remko
Published: September 2023

This chapter reviews the roles information and communication technologies (ICTs) can play in facilitating knowledge management processes when a practice-based perspective on knowledge is applied. The practice-based perspective regards ICTs as having a less direct, but equally important role in supporting and facilitating the social interactions that underpin inter-personal knowledge processes. The chapter discusses the three separate approaches to utilize ICTs to facilitate knowledge management activities utilizing this perspective in more depth. The first approach involves a network-based approach. Here, the role of ICTs is to provide a means for people to publicize their expertise and identify relevant experts, after which the social relations necessary to knowledge sharing can be developed. The second approach is to use ICTs as collaboration tools, such as through the use of social media. The final approach is the crowd-based approach, this logic is extended beyond the boundaries of the organization, to provide a mechanism via which organizations can use ICTs to access a diverse range of external expertise.
Communities of Practice
Authors: Hislop Donald , Bosua Rachelle , Helms Remko
Published: September 2023

This chapter analyses the internal dynamics of communities of practice as well as the different types of communities of practice, and how and if they can be managed. It starts with defining communities of practice and describing the term's origins, features, and dynamics. Then it talks about the intra-community knowledge processes that take place inside a community of practice. Different types of communities of practice are introduced. How social network analysis can help to visualize the network sharing relations in a community and how it can be used to probe problems that need attention is also discussed. The chapter closes by presenting some critical perspectives on communities of practice.
Power, Politics, Conflict, and Knowledge Processes
Authors: Hislop Donald , Bosua Rachelle , Helms Remko
Published: September 2023

This chapter explores the relationship between power, conflict, and politics to knowledge processes. It gives an overview of the two perspectives on power and outlines how they link with Schultze and Stabell's framework. Then it examines the ‘power as a resource’ perspective, which links to the topics of the employment relationship and intra organizational conflict. Michel Foucault's distinctive perspective on power/knowledge is also reviewed. The latter part of the chapter expounds on power, politics, and conflicts and shows how these develop across organizational boundaries. It also looks at problems that may arise as a result of this, and the need to balance knowledge development and knowledge protection.
Facilitating Knowledge Management via the Use of Human Resource Management Practices
Authors: Hislop Donald , Bosua Rachelle , Helms Remko
Published: September 2023

The focus of this chapter is on how different human resource management (HRM) practices can impact workers' attitudes towards, and participation in, knowledge management activities. The chapter begins by outlining two distinct reasons why HRM practices can be used to support organizational knowledge management activities. The next section demonstrates how a range of specific HRM practices such as job design, recruitment and selection, and training can all be used to reinforce and support organizational knowledge management efforts. Then, it considers the importance of staff loyalty and retention to organizational knowledge management activities. It also provides a range of ways that organizations can attempt to develop the loyalty of their staff and thus help to prevent the loss of potentially vital sources of knowledge through the loss of staff.
Leadership, Organization Culture Management, and Knowledge Management
Authors: Hislop Donald , Bosua Rachelle , Helms Remko
Published: September 2023

This chapter examines the topics of leadership and organizational culture, and how they can impact on knowledge management initiatives. It starts by examining the topic of organizational culture and its relationship to knowledge management. Then it considers the impact leadership can have on knowledge processes. The relationships between organizational culture and knowledge management processes are discussed. The chapter also presents the different perspectives on the debate regarding the extent to which knowledge-based cultures can be created within organizations. The topic of leadership is also divided into two sections, with the first giving a brief overview of the way in which the conceptualization of leadership has evolved over time; and the second section looking more narrowly at the relationship between leadership and knowledge management activities.
The Business Environment
Authors: Wetherly Paul , Otter Dorron
Published: September 2023

The Business Environment provides a ‘themes and issues’ approach to this topic. The core business environments and their interrelationships are explored using the established STEEPLE framework in Part One. Part Two then looks beyond these topics and invites readers to analyse a range of contemporary issues such as globalization, corporate power, equal opportunity, and entrepreneurship. Case studies illustrate key topics in real-life, international, and wide-ranging business settings. Unilever's corporate responsibility policy, Samsung and South Korean economic development, and Starbucks on sustainability are just some of the case studies in this book.
Introduction:
Authors: Wetherly Paul , Otter Dorron
Published: September 2023

This chapter introduces the concepts of business in relation to the environment and globalisation. It highlights the themes and issues that will be discussed through the text such as diversity, internal/external, complexity, local to global, dynamic, interaction, stakeholders, and values. Business as an activity can be defined broadly as the transformation of inputs into diverse outputs to meet the needs and wants of consumers. The chapter notes the controversy concerning the private sector business' nature and purpose. It explores how businesses respond to the changing environmental factors in an effort to operate successfully. Additionally, the chapter lists business environment analysis tools such as the PEST framework and SWOT framework.
Is inequality bad for business?
Authors: Otter Dorron , Wetherly Paul
Published: September 2023

This chapter explores the issue of inequality in relation to business. It looks into the correlation of equality of opportunity, social mobility, and equality of outcome. The chapter then recognizes developments in the business environment boosting equality up the political and business agendas. Here it references women's rights, occupational segregation, the gender pay gap, and work flexibility for parents. It discusses the data showing patterns of inequality in the UK which are in line with recent trends showing the wealth gap, incentives, income inequality, and social cohesion. Additionally, the chapter includes the values and interests that inequality raises concerning implications for businesses. It notes the trend of increasing inequality as well.
Managerial views of work
Authors: Wilson Fiona M.
Published: September 2023

This chapter focuses on managers, including what they do and what their jobs look like. It defines ‘managing’ as being in charge and responsible for the smooth running and rational conduct of an organization or unit. The chapter looks at discussions in the management literature about how to differentiate management and leadership. It also points out that managing is about maintaining or monitoring an organization’s steady state, fixing problems as they arise, and being responsible for the ‘tame’ problems, while leadership is about working with the more complex or ‘wicked’ problems. The chapter reviews research on managerial work and explains some of the realities of managerial life. It points out that management is about having power and control over people, while achieving a measure of voluntary compliance from them.
Organizational learning
Authors: Wilson Fiona M.
Published: September 2023

This chapter discusses how organizations learn, drawing on organizational learning undertaken by individuals, by groups, and by organizations as a whole. It explains what organizational learning might mean and contrasts different theories of learning in order to understand some aspects of how the topic has been discussed in the research literature. It also recounts the concepts of organizational learning and the learning organization prevalent in the 1990s. The chapter defines organizational learning as learning undertaken or achieved by individuals within organizations, which is quite similar to individual learning. It also details how organizations learn when the knowledge that their members have is explicitly known and codified by the organization.
All change?
Authors: Wilson Fiona M.
Published: September 2023

This chapter begins by looking at whether or not it can be claimed that new forms of work organization have emerged in recent decades. It analyzes different forms of working, managing change, and technology, including the Japanese model of management. It also explains how the Japanese model was perceived in the 1970s and early 1980s as a new way of improving productivity and competitiveness, how real that was, and how well it translated into Western organizations. The chapter documents some of the key changes that are widely celebrated and discussed in the management literature. It critiques how much change has actually happened in terms of work organization in the last two or three decades.
Voluntary, not-for-profit, and alternative organizations
Authors: Wilson Fiona M.
Published: September 2023

This chapter talks about alternative organizations, such as cooperatives, and workplace schemes, such as profit sharing and share ownership. It explores how alternative organizations can potentially reduce levels of industrial conflict and enhance productivity by aligning the interests of workers with those of the firm. It also describes cooperatives that are jointly owned and democratically controlled by their members, noting that the members are the beneficiaries of the activities of the business. The chapter clarifies how cooperatives offer a model of a more humane and productive alternative to bureaucratic organization. It cites examples of alternative ways to align the workers' interests with those of the organization and have more control over what work they do.
Health, well-being, emotion, and stress
Authors: Wilson Fiona M.
Published: September 2023

This chapter gives a more complete view of the realities of life and work, both within and outside of organizations, and uncovers some of the more hidden realities. It talks about how violence is legitimated in some organizations, such as in the military and police, or in martial arts organizations. It also mentions how violence may also be found in relationships between workers and managers, between organizational peers, or between clients and professionals. The chapter defines work-related stress as a harmful reaction people have to undue pressures and demands placed on them at work. It refers to emotion management, which is typically performed in the presence of individuals that frequently interact with people at work and are thought to spend a significant amount of time controlling their emotions.
Economics for Business
Authors: Gillespie Andrew
Published: September 2023

Economics for Business begins by asking what a business actually is. It then looks at mission and objectives, managing demand and costs, and how markets work. There are also chapters on the labour market and the effectiveness of markets. It talks about different market forms, strategic planning, the economy, and strategies for growth. Towards the ends it looks at analysing the macroeconomic environment, the government macroeconomic policy and business, and the global market.
How markets work
Authors: Gillespie Andrew
Published: September 2023

This chapter examines the effect of market forces on prices and output. It expounds on how markets work, how they relate to each other, and the possible impact of future changes on business. It illustrates that the market is made of buyers and sellers, wanting to trade with each other. The chapter shows how the effect of a change in market conditions will depend on both the extent to which supply and demand shifts and the price elasticity of demand and supply. The concept of the price mechanism is also discussed along with its infectivity in real business conditions. Finally, the chapter tackles the emergence of secondary markets when shortages exist.
Strategic planning and the economy
Authors: Gillespie Andrew
Published: September 2023

This chapter looks at how managers make strategic planning decisions and why understanding the economy matters when they do so. The meaning of strategy and its importance are the first topics to be discussed. Then the chapter moves on to highlight the features of strategic decisions, strategy forms, risks and how to choose the right strategy to employ. The chapter considers SWOT analysis and its influences in strategic planning. The usefulness of economic forecasting and some of its difficulties are identified at the latter part of the chapter.
Strategies for growth
Authors: Gillespie Andrew
Published: September 2023

This chapter considers how managers might grow their business, the reasons why they might want to do this, and the problems they might encounter. It begins with a brief illustration of how growth is measured and an enumeration of the reasons why businesses want to grow. Then the text provides the forms of business growth: internal growth and external growth. The chapter expounds further on external growth, citing mergers and acquisitions, and franchising as forms of external growth. It also discusses the advantages and disadvantages of the different forms of growth along with their inherent problems. Finally, it delves into the ways managers might try to solve problems of growth.
Government macro-economic policy and business
Authors: Gillespie Andrew
Published: September 2023

This chapter examines how government macroeconomic policy can affect managers' decisions. It defines the meaning of fiscal policy, monetary policy, and budget. It also highlights the importance of fiscal policy to businesses. Monetary policy is also introduced along with what the effects of changes in monetary policy on businesses. The latter part of the chapter addresses the question on what determines government intervention to the national economy.
The origins of corporate social responsibility
Authors: Blowfield Michael , Murray Alan
Published: September 2023

This chapter provides theoretical and historical origins of modern-day corporate social responsibility (CSR). It maps out the evolution of the modern corporation. It also introduces the relevance of the corporation for the business–society relationship. How CSR has evolved from the Industrial Revolution to the current era of globalization is explored. Moreover, the chapter traces the development of theories of CSR.
Stakeholder management and engagement
Authors: Blowfield Michael , Murray Alan
Published: September 2023

This chapter focuses on the significance of stakeholders and how they relate to the way in which corporate social responsibility (CSR) is perceived and managed through partnerships, alliances, and voluntary standards. It studies stakeholders as a managerial concept. Then it identifies the different types of stakeholder and difficulties with the ‘stakeholder’ construct. The role of stakeholders in defining and implementing voluntary codes of CSR practice and standards is explored. The chapter reviews experiences of stakeholder management.
Strategic Brand Management
Authors: Rosenbaum-Elliott Richard , Percy Larry , Pervan Simon
Published: September 2023

Strategic Brand Management is made of three parts. Part 1 is about the sociocultural meaning of brands. It looks at understanding the social psychology of brands, emotion and brands, the symbolic meaning of brands, and cultural meaning of systems and brands. The second part looks at brand equity and brand building. Chapters in this section look at brand equity, brand communication, and brand performance. The third part covers managing brands and looks at brand strategies, brand innovation and digital media, brand portfolio management, and people as brand touchpoints.
Understanding the Social Psychology of Brands
Authors: Rosenbaum-Elliott Richard , Percy Larry , Pervan Simon
Published: September 2023

This chapter provides a foundational understanding of brands by discussing the breadth and depth of their individual and social influence. It outlines the history of brands. Then moves on to demonstrate that perceptions of brands must be the focus of managerial action. The chapter also reviews what is known about how consumers make choice decisions between brands and identifies the critical role played by levels of consumer involvement. The issue of how even low-involvement brands may be associated with low levels of emotion and non-rational preference is explored.
Emotion and Brands
Authors: Rosenbaum-Elliott Richard , Percy Larry , Pervan Simon
Published: September 2023

This chapter deals with the importance of emotions in choosing brands and evaluating and forming opinions about them. It considers the complexity of emotions, and discusses how the symbolic meaning of consumption is fundamental to understanding the ability of brands to communicate social, psychological, and cultural messages. The chapter also shows how trust in brands develop over time. Finally, it demonstrates that it is possible to emotionalize a product or service that has little rational connection with emotions.
Measuring Brand Performance and Equity
Authors: Rosenbaum-Elliott Richard , Percy Larry , Pervan Simon
Published: September 2023

This chapter addresses specific ways to measure brand equity and performance. It shows that measuring brand performance is important for effective brand management. The chapter also suggests that a brand equity audit helps to uncover the elements of a brand and its market that are likely to affect its equity. It introduces qualitative and quantitative methods for measuring brand equity. How pre-testing marketing communication to ensure that the brand's communication objectives are being met is also explored. Finally, the chapter tackles how the role of continuous tracking is critically important in measuring brand performance and the effectiveness of a brand's marketing communication.
People as Brand Touchpoints
Authors: Rosenbaum-Elliott Richard , Percy Larry , Pervan Simon
Published: September 2023

This chapter highlights the people in the organization: employees who manage the brand touchpoints between firm and customer. It emphasizes the importance of employees in influencing customer perceptions of the brand. It also shows how organizational culture can be developed. The chapter also demonstrates that corporate brand strategy must be appropriate for different stakeholder groups. Finally, the role of corporate stories, symbols, sponsorship, employer brands, and managing corporate reputation are discussed.
Equilibrium in the economy
Authors: Gillespie Andrew
Published: September 2023

This chapter illustrates how equilibrium in the economy is brought about. It explains what the circular flow of income is and lists the conditions necessary for equilibrium in the economy. In macroeconomics, the aggregate, or total, supply and demand for the whole economy is considered. The chapter enumerates the factors that can influence aggregate demand. It discusses the multiplier effect caused by a change in aggregate demand. Moreover, factors that can influence aggregate supply are also discussed. The equilibrium position of an economy can be analysed by considering the planned injections (spending in addition to consumption spending) and planned withdrawals (income nor spent within the economy). Equilibrium will occur when the planned injections are equal to the planned withdrawals. This means that aggregate demand equals aggregate supply.
Influences on aggregate demand: Consumption
Authors: Gillespie Andrew
Published: September 2023

The chapter examines the factors that affect consumption. Consumption is the largest element of the aggregate demand. Changes in households' spending can have a major impact on an economy. Consumption is influenced by many factors such as current income, future expected income, interest rates, and the demographic profile of the population. An increase in consumption increases the aggregate demand.