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The Agriculture Improvement Act of 2018 directed the United States Department of Agriculture (USDA) Risk Management Association to investigate a policy targeted to farms and ranches that sell through local food markets. However, there is no available research that quantitatively documents the extent to which local food producers utilize Federal crop insurance.

The authors utilize 2013–2016 USDA Agricultural Resource Management Survey data to compare farms and ranches with sales through local food markets to those with and without Federal crop insurance expenditure, as well as the distribution of Federal crop expenditure, across market channels and scales.

There is a little variation in Federal crop insurance expenditure across market channels, defined as direct-to-consumer only sales, intermediated sales, and a combination of direct-to-consumer and intermediated sales. Rather, the results show that scale is the primary predictor of Federal crop insurance expenditure; larger operations are more likely to have nonzero Federal crop insurance expenses.

This article provides the first national research to document descriptive statistics of the utilization of Federal crop insurance by US farms and ranches that utilize local food market channels.

The Agriculture Improvement Act of 2018 directed the US Secretary of Agriculture to report on the profitability and viability of beginning farmers and ranchers. Many beginning operations use local food markets as they provide more control, or a premium over commodity prices, and beginning operations cannot yet take advantage of economies of scale and subsequently have higher costs of production. Little research assesses the relationship between beginning farmer profitability and sales through local food markets. In this paper, the profitability implications of sales through local food markets for beginning farmers and ranchers are explored.

The authors utilize 2013–2016 USDA agricultural resource management survey data to assess the financial performance of US beginning farmers and ranchers who generate sales through local food markets.

The results point to four important takeaways to support beginning operations. (1) Local food channels can be viable marketing opportunities for beginning operations. (2) There are differences when using short- and long-term financial performance indicators, which may indicate that there is benefit to promoting lean management strategies to support beginning operations. (3) Beginning operations with intermediated local food sales, on average, perform better than those operations with direct-to-consumer sales. (4) Diversification across local food market channel types does not appear to be an indicator of improved financial performance.

This article is the first to focus on the relationship beginning local food sales and beginning farmer financial performance. It incorporates short-term and long-term measures of financial performance and differentiates sales by four local food market type classifications: direct-to-consumer sales at farmers markets, other direct-to-consumer sales, direct-to-retail sales and direct-to-regional distributor or institution sales.

Beginning farmers have unique challenges securing credit because they are less likely to have established sales and collateral for secured loans. This article explores US beginning farmers’ financing strategies relative to those of established operations, with a focus on the source of financing and debt structure (short- vs long-term usage). Agricultural operations commonly use nontraditional financing tools and strategies to start, build and/or sustain their businesses. This article provides a comparative overview of financing strategies comparing established operators to operations with only beginning operators, as well as those multigenerational operations with at least one beginning operator.

The study uses 2013–2016 USDA Agricultural Resource Management Survey data to explore how various financing patterns vary across US beginning farmers and ranchers with a particular focus on understanding differences where (1) all operators are beginning, (2) there is a mix of beginning and established operators and (3) all operators are established.

This article explores how the nature of beginning farmer status, human capital resources and alternative marketing strategies may influence financial management strategies and lead to differential use of nontraditional financing sources for beginning farmers and ranchers.

Though exploratory, the authors hope that attention to patterns among US beginning farmers and ranchers of reliance on human capital resources including off-farm income and type of beginning farm operation, nontraditional government support programs and alternative marketing strategies can provide important information as to the role of nontraditional credit in the US farm economy.

The study aims to highlight and understand, and bring the human agency into the debate on the theory of normative control. While, the previous literature has highlighted the problem of the missing subject. However, the actual human agency in terms of agential properties has not been seriously addressed. This study is an attempt to overcome this problem of the missing subject.

A two-phase design inspired by retroductive inference was adopted for this study. In the first phase, abduction was used to explore the literature on normative control to highlight the forces of attraction, which may pull the employees to participate willingly within normative control systems. In the second phase, following retroductive inference, agential explanations of the forces of attraction identified in the first phase were explored by venturing into other related fields, e.g. psychology and sociology.

The study highlights four strategies used by organizations using normative control, i.e. comfort zoning, relational bonding, moral trapping and elitist appeal. These strategies rely on attractive forces. These forces of attraction pull employees to participate in the normative control system. The attractive element in the identified strategies is due to the fact that these strategies target specific agential properties, i.e. the need for comfort, sense of belonging, moral agency and pride. Overall, the findings suggest that individuals drive their concerns from culture but in relation to their capacity as needy beings for being enculturated.

Theoretically, this study adds conceptual strength to the explanations of normative control. It is suggested that neglect of human agency renders explanations conceptually weak. The study fills this gap in the research. Practically, this study would be beneficial for better design and implementation of normative control. Several studies have pointed out that normative control does not yield the intended results. Out of many reasons, a lack of understanding of human agency is a major cause of unsuccessful attempts to normatively control employees. This study provides some basis to understand the human subject for better design of soft systems of control.

To the best of the authors’ knowledge, this is the first research study that explores agential properties with reference to normative control systems. This study is important for researchers and practitioners.

The aim of this paper is to find suitable measures that facility managers can use to prove the importance of a building for employee behaviour (and thus organizational performance). The amount of knowledge sharing between colleagues is studied, because it influences innovation, which is one of the most important organizational goals these days.

Knowledge sharing in open plan areas is studied with the help of measures derived from spatial network analysis methods. Data were collected from 138 employees working together in a research building and used to show the effect of co‐presence on the amount of knowledge sharing and the way knowledge is shared.

Co‐presence explains 12 percent of the variability in the number of knowledge‐sharing meetings. Also the way knowledge is shared differs between people working in co‐presence and people who have separate rooms/areas. Spatial network analysis is an adequate way to describe open plan workplaces.

Previous studies do not define openness in such a way that different open plan layouts can be assessed and compared. This is necessary for facility managers to make grounded decisions. This paper applies a new methodology for these types of studies. Also it studies the effect of facilities on actual knowledge‐sharing activities, and not just on interactions between people.