Issue Information ‐ TOC

• DOI: http://doi.org/10.1002/jsc.2224
• Date: 01 November 2019
• Published date: 01 November 2019

Sharing Economy, Social Enterprises, and Sustainable Global Markets

Volume 28 Number 6 November 2019

Research Articles

403 Good to be bad: Should we be worried by the sharing economy?

Dominic Chalmers and Russell Matthews

Informal economy practices can be utilised by innovative sharing economy ventures to

gain a competitive advantage that is subsequently leveraged to reconfigure formal

institutional arrangements.

409 When entrepreneurs instigate institutional change through coopetition: The case of

winemakers in south of France

Julien Granata, Mickael Géraudel, and Sophie d'Armagnac

Winemakers in South France combine contingently institutional logics in four phases of

the coopetition process to achieve economic performance.

423 Fair trade as a social enterprise: Oversold, misunderstood or unethical?

Sushil Mohan, Arvind Upadhyay, Nikolaos Daskalakis, and Ridhima Durham

Fair Trade as an obvious example of ‘social enterprise’would mean a dilution of the

social context of ‘social enterprises’.

435 Exploring the environmental strategy of big energy companies to drive sustainability

Anna Ruka and Mona Rashidirad

Successful strategies of corporate social responsibility for big energy companies are

crucial in order to sustain our planet’s environment in the long term.

445 Conceptualizing and measuring strategy implementation: A multidimensional view

Nii Amoo, Jacqueline Hiddlestone‐Mumford, John Ruzibuka, and Cynthia Akwei

The development of a multi-dimensional instrument measuring strategy implementation

identified ten key dimensions (activities), with senior management involvement;

perception of managers; and feedback/control as the topmost among the identified

activities for strategy implementation success.

469 Strategic management: The evolution of the field

Sunali Bindra, Nakul Parameswar, and Sanjay Dhir

The merger of ‘plan’and ‘pattern’sects of research is essential for the understanding of

strategic management understanding and will pose significant methodological

challenges.

479 Stakeholder salience and collaboration decisions in microfinance organizations:

Evidence from developing Islamic country's context

Shahzad Khurram, Anjeela Khurram, and Mumtaz Ali Memon

Stakeholders that possess four attributes’types—structural legitimacy, utilitarian power,

organized proximity and criticality—are considered salient by managers of microfinance

organizations.

Strategic Change: Briefings in Entrepreneurial Finance

Strategic Change 28(6) (2019) CONTENTS