Dr Alexandra Pitsis is assisting Professor Timothy Devinney in his roles as editor of a number of publications (The Academy of Management Perspectives, Advances in International Management, Corporate Governance: An International Review, and Global Strategy Journal) and as conference organizer (Strategic Management Society, International Global Corporate Social Responsibility Conference).
Logue, D.M., Pitsis, A., Pearce, S. & Chelliah, J. 2017, 'Social enterprise to social value chain: Indigenous entrepreneurship transforming the native food industry in Australia', Journal of Management and Organization.View/Download from: Publisher's site
Sharon Winsor was not intent on becoming one of Australia's leading female Indigenous entrepreneurs, it was rather unexpected. In seeking to escape from an abusive relationship and provide for her family, she turned to her knowledge of native foods and love of 'wild harvesting' from her childhood, to develop a thriving business. Her traditional knowledge of harvesting native foods led to the creation of products such as lemon myrtle sweet chilli sauce, Davidson plum syrup, and cosmetics using ingredients such as Kakadu plum, emu oil, lemon myrtle, and wild berry. Sharon finds herself in a position where increased opportunities for international expansion demand increased volume and scale from her rural operations, where she is working with Indigenous communities.
Sharon is faced with three key challenges about the future of Indigiearth:
1. How can Indigiearth achieve scale while maintaining profitability?
2. How can Indigiearth protect its competitive advantage in the face of increased local agricultural competition, as Indigenous crops increase in value?
3. How can traditional knowledge be both shared and protected for community development (jobs and wealth creation) and for future generations?
These challenges determine how Indigiearth is structured and organized, with whom Sharon needs to partner to develop the Indigenous food industry, and how it will need to work with stakeholders on the issue of traditional knowledge while meeting the growing needs of the company. Sharon has a passion for her native products and wanted to preserve the knowledge and respect that goes into her products – the dilemmas she faced put her under immense pressure.
Keywords: social entrepreneurship, indigenous, supply chain, shared value.
Rhodes, C.H., Pullen, A., Vickers, M.H., Clegg, S.R. & Pitsis, A. 2010, 'Violence and workplace bullying: What are an organization's ethical responsiblities?', Administrative Theory & Praxis, vol. 32, no. 1, pp. 96-115.View/Download from: UTS OPUS
Understood as an act of violence intentionally perpetuated by one person over another, bullying is a direct affront to ethics, especially when ethics is seen to be grounded in a primary relationship with and responsibility for other people. Existing research has attended largely to providing individualized rather than organizational explanations of bullying and has not adequately interrogated bullying in relation to ethics. With this paper, we address the question What are organizations ethical responsibilities in responding to the bullying that occurs within them? We argue that although organizations cannot necessarily be held responsible for individual acts of bullying, they can be held responsible for asserting constant vigilance that seeks to address and minimize the presence of such acts. We call for organizations to act, not just to prevent or censure individual acts of bullying, but also to engage in an ongoing and active self-critique of all of their practices insofar as they support the institutionalization and normalization of bullying relationships.
Rhodes, C.H. & Pitsis, A. 2008, 'Organization and Mimetic Excess: Magic, Critique and Style', International Studies of Management & Organization, vol. 38, no. 1, pp. 71-91.View/Download from: UTS OPUS
This paper presents a series of connected reflections that consider the process of representation, mimesis, and poiesis in textuality, with a particular focus on writing about management and organizations. The paper juxtaposes and partially connects stories, narrative fragments, and arguments ranging in source from, inter alia, fictionalizations of ancient Rome, reflections on the magical practices of native South Americans, lyrics of popular songs, considerations of Hindu gurus, and the phenomena of guru management books. This assemblage of different yet interconnected texts intends to suggest a critique of popular fashionable management, as well as a critique of its critique elsewhere. The point we arrive at is that management and its scholarship might eschew a desire for being either fashionable or scientific, and instead try just to be stylish.