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Assumptions regarding the effect of leader self-enhancement values on leader-follower relationships are oversimplified. To advance this conversation, we test non-linear and congruence effects. We hypothesize that leader self-enhancement values (via prestige) have an inverted U-shaped relationship with employee perceptions of leader-member exchange (LMX) and leader interpersonal justice, and that leader-follower incongruence is negatively related to LMX and interpersonal justice.

To evaluate our hypotheses we use hierarchical regression, polynomial regression, and surface plot analysis. Our sample consists of 193 leader-follower dyads from a variety of organizations.

LMX and interpersonal justice increase as leader self-enhancement increases, but begin to decrease at higher levels of self-enhancement values. Additionally, leader-follower self-enhancement incongruence is negatively related to interpersonal justice. Finally, LMX is lowest when leaders are higher than followers in self-enhancement values compared to when followers are higher than leaders.

It is critical to evaluate the level of leader self-enhancement values and/or the joint influence of the follower values (self-enhancement) to fully understand the effect of leader values on follower perceptions of the dyadic relationship. Organizations interested in facilitating high-quality leader-follower relationships should focus on the levels of the values and on mechanisms that facilitate leader-follower value alignment.

This work extends prior research assuming a direct, linear effect of leader self-enhancement values on follower outcomes. To fully understand the influence of leader values it is important to consider curvilinear and congruence effects.

On completion of this case study, students will be able to understand collaboration and synergy between farmers and organisations through value creation, like fundraising, based on the comprehension of the resource-based theory; understand the overview and concept of the value chain and supply chain management in the agribusiness to reduce costs of inventories; understand the concept of segmentation and positioning to increase revenue for organisations by leveraging existing resources – human and financial; and understand the branding strategy to create a sustainable competitive advantage for Suguna Foods.

Suguna was started by two brothers, B. Soundararajan and G.B. Sundararajan, to help other farmers. Suguna, with just 200 broilers in 1984, grew to be the number 1 poultry company across India. Soundararajan was a pioneer and innovator who started “contract farming” in India in 1991. This model helped both the farmers and the company to became successful. The farmers always struggled to pay the cost of feed and other materials, as credit was not readily and easily available from financial institutions. Suguna helped farmers by providing feed, medicines, etc., free of cost in return for the good rearing of chickens. Because of the success of this venture, they decided to continue with it. Today, Suguna is a successful company that sells chicken, eggs and processed meat. They modernised the retail chain to supply consumers with fresh, healthy and hygienic meat. Suguna’s vision was to “Energize rural India” by helping farmers succeed. They helped over 40,000 farmers from 15,000+ villages in 18+ Indian states. Although the growth helped both farmers and Suguna, the increased cost of raw materials for Suguna and increased input costs/power costs for farmers had to be tackled on a war footing so that both could have good income despite the increased inflation. Moreover, the retail price of live chicken was more or less stagnant in the past five years, especially after the start of the COVID-19 pandemic.

This case can be used as the basis for a 90-min class discussion. This case study is suitable for use in an master of business administration course module or in an executive education program on developing an understanding of value creation in the business model in a rural market and also how the supply chain works. This case study can also be used to teach pricing, segmentation in marketing and supply chain perspectives and decision-making skills.

Teaching notes are available for educators only.

CSS8: Marketing.

10. In selecting the places which we visited our aim was to see the manufacture of condensed milk and other dairy products under different conditions and to obtain as representative an idea as possible of the circumstances under which the whole process, from the milking of the cow to the final stage of manufacture, was conducted. Accordingly we visited the following places:—

It is important to have clearly in mind what is meant by fats, when discussing the part they play in our diet. To many people the word fat calls to mind butter, lard, margarine and the obviously fatty parts of meats and bacon. It is fat that can be seen. It is appropriate, therefore, to apply to it the convenient term “visible fat”, in contradistinction to other fats contained in food, not so generally recognised as fats, which are designated “invisible”. The latter are by no means unimportant. As we shall see, they provide something of the order of one‐half of our total daily intake. A few examples will illustrate the contributions foods usually regarded as not fatty can make to the total. Lean meat contains 6–8 per cent of fat; cheese, from 4–30 per cent, depending on the quality of the milk from which it was made; dried eggs, 42 per cent; rabbit, 5 per cent; herrings, 10 per cent; flour, 1–2 per cent; bread, 1 per cent; oatmeal, 8 per cent. Analysis of diets eaten in this country before the war shows that more than half the total fat consumed was in the form of foods providing “invisible” fat. That, of course, was in the days when a sausage contained 30 per cent of fat and a good cake as much as 15 per cent. Before passing to consider the significance of fats in our daily diet we should briefly review the more important facts concerning their behaviour in the body and what is known of their function.

Although typologies of violence have become more common, relatively little attention has been given to Donald Black’s (1983) distinction between moralistic and predatory violence. Moralistic violence is rooted in conflict; predatory violence is rooted in exploitation. We elaborate Black’s typology and show how it is similar to, but distinct from, other typologies of violence. We also address the criteria by which typologies of any kind might be judged. Borrowing from the literatures on typologies and on standards of scientific theory, we argue that explanatory typologies should be evaluated according to four criteria: the degree to which they are powerful, theoretical, general, and parsimonious. Applying the criteria to Black’s typology, we argue that the distinction between moralistic and predatory violence is an important contribution to the arsenal of the student of violence.

This paper is concerned with the development of commercial real estate in broadly capitalist economies. Rational project planning for such development is not well advanced. Property advisers agree that the development process is infinitely flexible; circumstances alter cases. There is much objective knowledge about aspects of development, although decisions are often based on subjective personal experience. Academic research from various disciplines has concentrated on the process, providing a framework of ideas but little empirical support. How development projects evolve depends upon structural forces that are not only economic, and the actors who become involved. This paper argues that the nature of the site is also important. Analysis of literature suggests a model based on four “dimensions”, structure, actors, site and events. Two case studies from Newcastle upon Tyne and Cape Town are used to test this theory; these were researched largely by interviewing the actors. Software for development is underdeveloped. Financial appraisal packages merely crunch the numbers provided. Existing software does little to alert actors to opportunities, constraints and pitfalls or assist them with decisions. Research should aim to develop decision‐support software of real practical use to actors in the management of projects.

The “problem-ridden present” is indubitably related to the prevalence of neoliberalism, but it is also when the fifth technological revolution took place. In this special time, what should be done to achieve the coupling of Socio-political Paradigmand Technoeconomic Paradigm through the adaptive transformation of socio-political paradigm to avoid the resurfacing of the “problem-ridden present”?

The obvious difference between the efficacy of the fifth technological revolution and the previous four indicates that the Techno-economic Paradigm of Neo-Schumpeterian school is not sufficient enough to explain the institutional obstacles. No matter institutional or technological, any single perspective would not be adequate to explain the fundamental cause of the “problem-ridden present”.

From a historical materialism standpoint, the structure and progress of the techno-economic paradigm are inevitably influenced by the socio-political paradigm, and only when the techno-economic paradigm and the socio-political paradigm are coupled, the potential of the wave of technological revolution can be “shared release.”

The coupling analysis of the Socio-political Paradigm and the Technoeconomic Paradigm is of great enlightening value to the understanding of the economic development in the Digital Economy era.

This chapter addresses the related questions of how to assess housing redevelopment and what constitutes a successful redevelopment project, based on the HOPE VI transformation of Boston’s Orchard Park from one of the city’s most notorious, crime-ridden public housing projects into a mixed-income community that remained overwhelmingly composed of low-income residents.

The analysis is based on a unique set of interviews with a sample of residents before and after housing redevelopment occurred. In addition, we draw upon interviews with housing authority staff, official agency file documents, and archival materials.

We find increased residential satisfaction after redevelopment but lingering concerns about safety and security despite marked declines in crime. Although the redevelopment process displaced some households, residents attributed improvements in living conditions to changes in tenant composition prompted by the housing transformation.

The results suggest an alternative model of public housing redevelopment that accommodates a majority of poor, subsidized households with some displacement. Still, loss of housing units, tenant selection, and social problems complicate notions of successful redevelopment.

This chapter contributes to the literature by showing how some low-income families may benefit from housing displacement induced by the redevelopment process. We analyze an overlooked but frequently implemented approach to housing redevelopment under the HOPE VI program to keep the majority of redeveloped units for low-income residents. It is the only study of which we are aware that has collected public housing resident opinions both before and after HOPE VI redevelopment occurred.

The purpose of this article is to present qualitative research of the past organizational crisis at Mississippi Chemical Corporation that the authors use to theorize a typology of organizational crisis from the leadership perspective.

The authors combined ANTi-microhistory approach and staff ride research design to re-enact the sensemaking of the company’s former crisis leaders and elicit their retrospective oral accounts. A long interview format was used to interview the crisis leaders.

The authors found that the former crisis leaders not only conceptualized organizational crisis conventionally as an event or as a process but also that they engaged in the denial of the crisis to guard the company’s reputation and competed with their claims against the stakeholder claims about the ways how the crisis was to be managed.

Based on the paper’s findings, the authors proposed an original typology of organizational crisis.

Tracks the evolution of Internet interconnection and charging arrangements, drawing comparisons with telecommunication carriers’ arrangements. Focuses on how pricing arrangements could change ISP relationship’s nature from peer‐ to hierarchy‐based systems. Spotlights Internet basics and differences between telecoms and Internet pricing systems. Concludes that because of ISP, free riders and non‐explicit service subsidies, days are numbered.