Adriana Monge, Lorena Macias, Hannia Campos, Martin Lajous and Josiemer Mattei
Legume consumption has decreased in Mexico as part of a global nutrition transition that has shifted the intake of healthy traditional foods to more processed unhealthy foods…
Abstract
Purpose
Legume consumption has decreased in Mexico as part of a global nutrition transition that has shifted the intake of healthy traditional foods to more processed unhealthy foods. This study aims to assess preferences and patterns of legumes consumption, attitudes toward legumes and reasons to consume legumes among adults in Mexico City.
Design/methodology/approach
A convenience sample of 86 adult participants living in the Mexico City region completed interviewer–administered surveys.
Findings
The participants had an average age of 42.9 years (SD 13.5) and 51.2 per cent were women. Most reported consuming legumes = 1/week (59.5 per cent) and =1/3 cup/meal (52.4 per cent) and using corn tortillas to accompany legumes (83.3 per cent). Participants reported consuming 7 out of 15 types of legumes probed, of which black beans (96 per cent), lentils (79 per cent) and garbanzo beans (64 per cent) were more frequently consumed. Participants had positive (vs negative) perceptions about legumes’ taste (96 per cent), nutritional value (88 per cent), tradition (80 per cent), cost (75 per cent), availability (75 per cent) and health effect (73 per cent), but not for their digestive effect (37 per cent). The main reasons for participants to currently consume legumes were their taste (93 per cent), nutritional value (49 per cent) and affordable cost (48 per cent); whereas main reasons for potentially consuming more legumes were their nutritional value (63 per cent) and health effect (64 per cent).
Practical implications
Legume intake in Mexico is lower than the recommended 1.5-2 servings per day (1 serving = 1/2 cup), despite favorable perceptions and reasons to consume them. The identified characteristics, attitudes and reasons for consuming legumes could inform interventions to increase intake of this traditional food in Mexico.
Originality/value
Studies on attitude and reasons for food consumption are seldom conducted, yet they are valuable in shaping tailored strategies for eating behavior change.
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Esteban R. Brenes, Amitava Chattopadhyay and Daniel Montoya C.
The purpose of this case study is to describe the Costa Rican coffee roaster and retail company Grupo Britt and provides sufficient information for readers to discuss the…
Abstract
Purpose
The purpose of this case study is to describe the Costa Rican coffee roaster and retail company Grupo Britt and provides sufficient information for readers to discuss the company's growth options in the US and Latin American markets. It has been prepared to facilitate discussion and learning about appropriate growth strategies and the building, positioning and branding of companies from emerging economies within the internationalization processes.
Design/methodology/approach
The case study is based on primary research conducted in conjunction with the company, including interviews with senior management and an ample review of documents. Secondary research was also conducted into the relevant environmental, industry and competitor trends and characteristics.
Findings
The case presents the ways in which Grupo Britt has been successful in developing a new business model based on the concept of a “sense of place.” This translates as meaning that the company generates products and services that highlight the particular characteristics of the place(s) in which it operates.
Originality/value
This is a complex, in‐depth case study suitable for use with advanced MBA students and practitioners. Depending on the aims of the instructor, different aspects of the case can be highlighted and it can be used in a course or module focussing on strategies for growth or internationalization, international business or marketing, or brand management
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Rocco Palumbo and Rosalba Manna
Organizational change (OC) triggers uncertainty and ambiguity, which have side effects for individual and groups. Even though scholars and practitioners have generally conceived…
Abstract
Purpose
Organizational change (OC) triggers uncertainty and ambiguity, which have side effects for individual and groups. Even though scholars and practitioners have generally conceived OC as a remedy for workplace discrimination (WD), it may determine opportunistic behaviors, which increase the risks of discrimination at work. The article discusses the direct and indirect effects of OC on WD, investigating the moderating role of organizational meaningfulness (OM) and employees' involvement (EI).
Design/methodology/approach
Secondary data were collected from the Eurofound's European Working Conditions Survey (EWCS). The sample included 33,024 European employees. A double moderation analysis based on the bootstrapping method was designed to collect evidence on the direct effects of OC on WD and on the indirect effects moderated by OM and EI.
Findings
OC was found to generate greater discrimination at work. People who were not informed about change and those who were not allowed to express their opinion about change were more likely to report discrimination. OM and EI performed as significant moderators of the side effects of OC on WD.
Practical implications
Restructurings and reorganizations are tricky processes. The uncertainty and ambiguity produced by OC might negatively affect interpersonal relationships at work and organizational practices, paving the way for overt and/or explicit discrimination. The construction of clear and shared senses around change is crucial to curb the drawbacks of organizational transitions on workplace discrimination. EI is essential to improve organizational sensemaking of change processes and to establish a positive organizational climate, which prevent the occurrence of WD.
Originality/value
Literature has overlooked the negative implications of OC on WD. The study findings emphasize that organizational transitions may trigger discrimination, creating greater uncertainty and ambiguity in the workplace. OM and EI allow overcoming ambiguity and increase the employees' ability to deal with uncertainty, addressing the side effects of OC on WD.