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This article discusses the importance of training and education for TQM. The best way to institute quality into an organisation, particularly a bank, is to train employees to do their job better. The training structure must be top‐down, starting with the top team and cascading down the organisation. This is necessary to show management commitment and to ensure managers actually understand the TQM principles and methods. Results of the research project have indicated that none of the respondents’ organisations possess a well‐developed TQM training strategy and plan.

Claims that management’s failure to recognize the importance of attitudes and to foster a change is one of the primary reasons for the failure of the quality transformation process. States that successful TQM implementation is dependent on the existence of a total quality culture among all personnel. Reports research which indicates that, although some positive elements do exist, for example, a common accepted vision, accepted responsibilities, customer‐focus and group cohesiveness, much still needs to be done to pave the way for a total quality culture.

Notes that fierce competition, shrinking market share, spiralling costs and rapid change are causing many executives to reassess critically the manner in which they operate and manage their business. Presents the results of a research project which investigated the implementation of TQM in the retail grocery and clothing chain stores in South Africa and evaluates whether the implementation of this concept definitely contributes to greater competitive advantage in that industry.

The purpose of this paper is to sets out to highlight the role and evolution of corporate social responsibility (CSR) in Africa's extractive industry. Through the discussion and analysis of the history of CSR in Africa, best and worst practices in the industry, corporate objectives and business ethics, as well as the use of CSR as a tool for corporate citizenship and sustainable development, this paper works to develop a more concise understanding of the role that CSR has come to play in the African extractive industry.

Through the discussion and analysis of the history of CSR in Africa, best and worst practices in the industry, corporate objectives and business ethics, as well as the use of CSR as a tool for corporate citizenship and sustainable development, this paper works to develop a more concise understanding of the role that CSR has come to play in the African extractive industry. Policy recommendations are also presented to the public and private sectors on how to mend the gaps and complexities of CSR and move forward with CSR practices in a sustainable manner. The paper draws solely on the use of secondary sources to achieve these results.

Throughout the research and analysis, this paper argues that while CSR has evolved in the last few years and become more relevant in the extractive industry in Africa, there is still much work to be achieved, especially in the areas of capacity building, both physically and structurally. Policy development and implementation as well as greater accountability of, and cooperation between, governments and corporations is necessary to achieve long‐term sustainability.

Policy development and implementation as well as greater accountability of, and cooperation between, governments and corporations is necessary to achieve long‐term sustainability. Such recommendations are of imminent importance for the continent's economic development, given the resource boom currently taking place across Africa.

This double volume presents a collection of 23 papers on how institutions matter to socio-economic life. The papers delve deeply into the practical impact an institutional approach enables, as well as how such research has the potential to influence policies relevant to critical institutional changes unfolding in the world today. In Volume 48A, the focus is on the micro foundations of institutional impacts. In Volume 48B, the focus is on the macro consequences of institutional arrangements. Our introduction provides an overview to the two volumes, identifies points of contact between the papers, and briefly summarizes each contribution. We close by noting avenues for future research on how institutions matter. Overall, the volumes provide a cross-section of cutting edge institutional thought and empirical research, highlighting a variety of fruitful directions for knowledge accumulation and development.

Extant research posits that mergers and acquisition (M&As) do not create value. Still many firms adopt expansion strategies such as alliances, joint ventures (JVs), and M&As to grow and enhance their performance. Through performing a meta-analysis on 204 papers that assess the relationship between the three most prevalent expansion strategies formed by firms, alliances, JVs, and M&As and their different substantive and symbolic performance effects, this study contributes in two ways. First, it becomes clear that alliances and M&As enhance a firm’s substantive performance, while no positive performance effect is observed for JVs. In turn, all three expansion strategies boost a firm’s symbolic performance in terms of its legitimacy and status. Second, a distinction between their effects on a firm’s substantive performance in terms of their market-based and accounting-based performance shows that alliances and M&As both positively contribute to a firm’s accounting-based performance, while only the former spurs a firm’s market-based returns. This indicates that M&As have more long-term accounting-based performance effects compared to alliances and JVs, which suggests that in the long-term firms do best by expanding through M&As.

We explore the simultaneous influence of activist organizations and corporations on institutional change. Focusing on protests, campaign contributions, and lobbyists as the strategies used by activist organizations and corporations to influence institutional change, we study the dynamics between movements and counter-movements and their influence on the probability of institutional change. In the context of the US tobacco industry, the results shed light on the effectiveness of these strategies and uncover potential moderators of this relationship. Overall, we demonstrate the simultaneous and asymmetric effects of activist organizations and corporations that use conspicuous and inconspicuous strategies to change institutions.

This study examines the legal codification of nascent markets, specifically, the process of defining and incorporating Islamic banking and organic agriculture within the legal system in Turkey. I find that actors’ priorities differ significantly with respect to formal codification and that the existing legal order and socio-political and economic contexts shape how state and non-state actors influence legislative and regulative action. This study contributes to our understanding of how actors and their ideological commitments and relational concerns affect the legal formulation of new industries.

Although scholars increasingly use institutional logics to explain macro-level phenomena, we still know little about the micro-level psychological mechanisms by which institutional logics shape individual action. In this paper, we propose that individuals internalize institutional logics as an associative network of schemas that shapes individual actions through a process we call institutional frame switching. Specifically, we conduct two novel experiments that demonstrate how one particularly important schema associated with institutional logics – the implicit theory – can drive individual action. This work further develops the psychological underpinnings of the institutional logics perspective by connecting macro-level cultural understandings with micro-level situational behavior.

Despite the oft made argument that demographic diversity should enhance creativity, little is known about this relationship. We propose that group diversity, measured in terms of demographic faultlines, affects creativity through its effects on group members’ felt psychological safety to express their diverse ideas and the quality of information sharing that takes place across subgroup boundaries. Further, we propose that the relationship between faultlines and creativity will be moderated by task interdependence and equality of subgroup sizes. Finally, we provide suggestions for how organizations can establish norms for self-verification and use accountability techniques to enhance creativity in diverse groups.