Suchergebnisse

Queues are part of everyday routine and experienced by most shoppers, yet little attention has been given to providing historical accounts of queuing as a consumer task or as a shopper experience. This paper examines grocery shop queues and the changing experience of shoppers in historical perspective, specifically focusing upon the shift from counter-service to self-service grocery formats in Britain from 1945 to 1975. The paper draws upon a wide range of material using evidence from oral histories and witness groups, which is supported by contemporary sources from the Mass Observation Archive, newspapers, shopper surveys, and trade publications and reports. The conceptual framework developed in the paper explores the public and private dimensions of queues to consider the experiences and perceptions of shoppers during a period of rapid change in the retail grocery system. More generally, the paper contributes to our understanding of how management innovations are connected to untraded public values.

It has become normative in organization and management studies literature to consider scaling as a synonym for organizational growth. Scaling is typically understood as scaling-up. This article demonstrates that, in the context of post-growth organizations, scaling involves a more complex set of dynamics. Directing scholarly attention to scaling in the context of Italian Social Agricultural Cooperatives (i.e. organizations that hold a different rationale and modus operandi from the capitalist enterprise), this research contributes to the literature on scaling the impact of post-growth organizations by identifying nine different scaling routes: organizational growth (vertical and horizontal); organizational downscaling; impact on policies; multiplication; impact on organizational culture; impact on societal culture; aggregation; and diffusion. This article demonstrates that post-growth scaling: (1) requires the synergistic interaction of different strategies; (2) focuses on impacting societal culture; (3) does not necessarily require organizational growth; and (4) is a relational process, embedded in socio-ecological systems. The typology presented in this article empowers post-growth organizations to become more aware of different available scaling routes, unlocking their transformative potential and supporting the transition towards a post-growth future, in which the goal of economics is the pursuit of human and ecological flourishing.

In this paper we examine shoppers' reactions to the development of early supermarket retailing in post-war Britain. Positioning our discussion in relation to multi-disciplinary contributions on the role of consumers in innovation, we argue that more attention needs to be given to the shopper's input in the debate on retail innovation, including the supermarket. New oral history data drawn from a nationwide survey is presented in support of our arguments. Shoppers' contributions to the supermarket innovation are shown to be multi-faceted in nature, incorporating processes of co-production and value creation; processes that were altered in the transition from counter-service to self-service retail environments. Shoppers' discussions of such alterations were frequently structured around four aspects of interaction; with the physical environment of the store, with the goods for sale, with other shoppers and with shop staff. Whilst increasingly part of 'ordinary consumption' routines, the data highlights that in the switch to the supermarket, shopping became a more reflective activity and one that resulted in a variety of experiences and emotions.