Suchergebnisse

Abstract
The article discusses the issues of barriers to creating practice from the processual perspective in management sciences. The notion of practice is a relatively important cognitive concept in the processual approach to management. It is connected with the issues of the organizational change and draws on Anthony Giddens's concept of structuration. Management issues understood in this way are presented in the context of the specific nature of enterprises' functioning as part of their everyday actions. This article is a theoretical and empirical analysis of the issues discussed. The goal of the research is to recognize barriers to emerging practice in an enterprise. The researcher used qualitative methods. As part of this research, a semi-structured interview was conducted in an enterprise representing the textile and clothes sector. Barriers to practice development are of processual, resource and environmental character. The most important barriers to practice creation are those which are sector-specific and environmental.

Abstract

Objective
The aim of this paper is to determine the role of the mode of crisis situation solving in the process of institutionalization of new practice Achieving this goal required attempting to answer two research questions: 1) How can a crisis situation in an organization lead to change? 2) Does purposive and intuitive decision making differentiate the process of new practice emergence?


Methodology
Based on the literature review, the considerations of selected authors regarding crisis situations in organizations, the concept of institutionalization and managerial decision-making (purposive and intuitive) were presented. The empirical section presents the results of qualitative research. A comparative case study, illustrating the thesis that intuitive and purposive decision-making stand as important categories that differentiate the outcomes of emergent practice, was carried out. Semi-structured interviews were conducted with managers in the area of decision-making in problematic situations in the logistics industry (with analysis and sub-summary of the results).


Findings
The research shows how managers (leaders) respond differently to crisis situations. It was registered that even though decisions can be made in apparently opposite modes, they can initiate the emergence of new practice and its institutionalization.


Value Added
Elaborating on the notion of institutionalization, the concept of new practice emergence offers a promising approach within crisis management.


Recommendations
Perceiving crisis management through the processes of decision making and new practice institutionalization offers a new opportunity to understand crisis outcomes.

Abstract

Objective
This article aims to examine what the CEO of LPP S.A. discloses about sustainability and how sustainability topics vary over time in his communication with the stakeholders.


Methodology
We use a machine learning-based topic modelling analysis, specifically latent Dirichlet allocation and keyword analysis, to scrutinize the sustainability disclosure in the sustainability letters to the stakeholders of one of Poland's biggest fast fashion companies, LPP S.A.


Findings
The findings of this study suggest that more attention should be placed on sustainability topics in the letters to the shareholders. The information disclosed is selective and mainly aimed at transmitting a positive message. It lacks a comprehensive and holistic disclosure of information concerning sustainable activities that substantially impact environmental and social matters. Comparing the variation of topics year to year, there is a clear shift from dedicating the majority of space in CEO letters to the stakeholders to social topics toward a broader discussion about the environment and responsible energy consumption in the most recent letter.


Value Added
The study contributes to the sustainability communication literature by identifying specific sustainability topics disclosed by the analyzed company in its direct message from the CEO to stakeholders that have been very limited and selective, thus underscoring the limited importance assigned to this topic by the CEO, thereby questioning the transparency concerning one of the most critical areas of fast fashion impacts.


Recommendations
To keep the stakeholders informed and maintain the transparency of actions and accountability of the disclosure, it is necessary to present the information holistically and comprehensively in the message directed by the CEO to the stakeholders.