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The purpose of this paper is to present a model and simulation results for the corporate financial value of an industry in a cobweb economy. Production‐consumption cycles affect profit and financial needs in terms of equity and debt capital, and thus corporate value over time. The model is applied to the Champagne industry.

The paper simulates the financial value of Champagne makers by taking into account developments on the Champagne market and the short‐ and long‐term responses by input suppliers and Champagne makers. Financial modeling is combined with a vertical coordination model of production and consumption in a cobweb economy.

This paper makes theoretical advances in modeling the impact of short‐ and long‐run temporal tensions in production decisions on the financial value of processors. Temporal tensions are central to the decisions made by input suppliers (grape growers) and processors (Champagne makers) as they negotiate in a context of vertical coordination in a cobweb economy. Financial aggregates are forecast by the model and used as market multiples for estimating corporate financial value. Furthermore, this research strengthens previously published simulation studies in agriculture and food markets since system dynamics (SD) is applied in modeling both input production and consumption and the processor's financial value. SD modeling is well suited to simulation in a critical context, and Champagne makers find themselves in such a context: the Champagne protected designation of origin (PDO) area has reached its legally authorized size limit, while world demand continues to grow.

The market for corporate control of Champagne makers is active. The model presented is a useful guide for decision makers because it improves the anticipation of corporate value and improves understanding of the future of value creation in a legal framework currently considering revision of both authorized annual yield (short‐run decision) and the size of the appellation area (long‐run decision).

Two original features of this paper add specific value to the existing research: first, the theory is enlarged to capture the temporal tensions affecting decision making by input suppliers and processors operating in a cobweb economy, and deduce processors' financial value using financial aggregates forecast by the model. Second, the SD simulation method is applied in modeling input production and consumption and processors' financial value.

Despite widespread interest in “behavioral strategy,” it is not clear what this term, or its associated academic subfield, is all about. Unless a critical mass of scholars can agree on the meaning of behavioral strategy, and professionally identify with it, this embryonic community may face a marginal existence. We describe three alternative conceptions for the academic subfield of behavioral strategy, along with assessments of the pros and cons of each. The “small tent” version amounts to a direct transposition of the logic of behavioral economics to the field of strategic management, specifically in the style of behavioral decision research. The “midsize tent” view is that behavioral strategy is a commitment to understanding the psychology of strategists. And the “large tent’ view includes consideration of any and all psychological, sociological, and political factors that influence strategic outcomes. We conclude that the midsize tent represents the best path forward, not too narrow and not too broad, allowing rich scope but with coherence. The large tent conception of behavioral strategy, however, is not out of the question and warrants serious consideration.

This article aims to offer insights into the range of innovations in food sector SMEs, and demonstrate the way in which managers classify their innovations on the basis of Francis and Bessant's classification of innovations into the following four types: product, process, position, and paradigm.

As part of a larger questionnaire‐based survey on innovation in food sector SMEs, respondents were asked to provide examples of their recent innovations and to categorise them as product, process, position, or paradigm innovations.

Food sector SMEs offered a wide range of examples of innovation. They were able to classify their innovations into product, process, position or paradigm innovations. Further, there is evidence that food sector SMEs are engaged in a range of innovation types, although a greater number of examples were offered for product innovation than for other types of innovation. Additionally, there is evidence of overlap and complementariness between different types of innovation.

Although the food sector plays an important role within the UK economy, innovation in food and drink sector SMEs has received relatively limited attention. This article offers interesting insights into the reality of innovation in food sector SMEs. In addition, it demonstrates the applicability of Francis and Bessant's model of types of innovation to SMEs in this sector.

The purpose of this paper is to contribute to knowledge and theory on innovation in small and medium-sized organisations (SMEs) by exploring the role of size and age on organisational engagement with position and paradigm innovation.

Data on organisational characteristics, including age and size, and engagement with position and paradigm innovation was collected as part of a questionnaire based survey of food sector SMEs in the UK. Structural equation modelling was used to identify the existence of any significant relationships between engagement with position and paradigm innovation and organisational age and size.

Findings suggest that organisational engagement with position and paradigm innovation is not affected by either age or size.

Prior research, based primarily on process and product innovation, has generated contradictory results regarding whether size or age effect innovation. This study contributes by focusing on the previously unexplored concepts of position and paradigm innovation.

This paper aims to present a profile of innovation in food sector SMEs in the UK, exploring specifically the degree and types of innovation employed, and engagement with activities that support innovation orientation, or organisational innovativeness.

A questionnaire‐based survey was conducted to gather data from food sector SMEs in the UK. The questionnaire design was informed by previous studies on degree and types of innovation, and the characteristics of innovativeness. Questionnaires were distributed and gathered by hand and online in order to optimise response. A total of 221 usable responses were received and analysed using SPSS.

Food sector SMEs are more focused on incremental innovation as opposed to radical innovation, and they are also more engaged in product and process innovations than in packaging, position and paradigm innovations. In terms of innovation characteristics, SMEs agree that they are usually committed to the majority of a wide range of factors that affect innovation orientation, but most important amongst these are a commitment to encouraging new ideas, and cultivating innovative employees.

Although the food and drink sector plays an important role within the UK economy, innovation in food sector SMEs has received little previous attention. This paper makes an important contribution by profiling innovation, according to type, and innovation characteristics in food sector SMEs in the UK. In addition, it demonstrates the importance of developing understanding of the management of innovation portfolios embracing a range of types and degrees of innovation.

Despite a growing awareness of the gap between professional expectations and competence, there has been no comprehensive appraisal of sustainable food systems (SFS) education within dietetics and nutrition programs to date. Dietitians and nutritionists play important roles in promoting sustainability yet many perceive themselves to be inadequately trained. The purpose of this study was to explore how, and to what degree, SFS education is incorporated into accredited nutrition and dietetics programs in the United Kingdom, Australia and Canada.

A content analysis of course descriptions from program websites was conducted between 2021 and 2022. Courses were reviewed, analyzed and evaluated using a novel sustainability metric.

SFS is integrated into the education environment of some, but not all, dietetics and nutrition programs to varying degrees (no, partial and full). Partial and full integration was present in a small percentage of courses, with a larger percentage in nutrition programs. SFS education was offered more often through a single unit than a dedicated course. Twelve best practice examples of courses dedicated to SFS were identified. In the UK, their focus was nutrition and diet, contrasting food and food systems in Australia and Canada.

These findings provide insight into SFS education for professional societies, instructors and program directors. Through intentional curricular design considerations supported by this study, program leads can take small conscious reorganizational steps to integrate SFS. This study offers a sound methodology to initiate and benchmark further assessment and a novel approach for other professions looking to equip their future workforce through SFS education.

Seeks to develop a model of different, contradictory, and even paradoxical, trends and approaches to management development (MD). Reviews current generic approaches to MD and offers a framework for the analysis of these approaches, based on Kolb’s work on experiential learning. Develops a four‐old analytical model which embraces both the practice and theory of MD in the UK and elsewhere. Makes brief mention of attempts to develop programmes for strategic managers, as opposed to more generic, usually operational manager‐oriented, programmes. Examines the relative paucity of advice on the development of strategic managers and whether there are qualitative differences between developing strategic and other managers.

The paper aims to examine the effect of CEOs' social networks on capital structure complexity (CSC) and firm performance.

Ordinary Least Squares regression (OLS) and Generalized method of moments (GMM) regression results estimate the effect of CEOs' (Chief executive officer) social networks on capital structure complexity and firm performance. The number of sources of capital (NSC) and concentration ratio estimate the capital structure complexity for the sample firms.

The results show that CEOs' social networks significantly influence CSC. We suggest that the CEOs' social networks encourage them to make more complex capital structure decisions. This behavior deteriorates firm performance.

There is a lack of systematic conceptual reason for measuring CEO social network. Future research should use other measures of the social network to estimate the relation of the CEO's social network with CSC and firm performance.

The findings support the managerial power approach and social network theory that the observable characteristics of CEOs influence CSC. The results are robust for an alternative explanation.

By investigating the impact of the influence of CEOs' social networks on CSC and performance, the authors extend research on strategic leadership and capital structure and firm performance.