Available online at www.centmapress.org, Authors examine ways in which club theory can help provide an alternative approach to recognizing and overcoming market failure in agricultural and food value chains.
USA: U.S. Department of Agriculture, Washington, D.C.
Location:
Agricultural Communications Documentation Center, Funk Library, University of Illinois Box: 69 Document Number: D10773
Notes:
See this report in Document C02958. Claude W. Gifford Collection. Beyond his materials in the ACDC collection, the Claude W. Gifford Papers, 1919-2004, are deposited in the University of Illinois Archives. Serial Number 8/3/81. Locate finding aid at https://archives.library.illinois.edu/archon/, Page 48 in Biotechnology: the challenge - proceedings of the USDA Biotechnology Challenge Forum, Washington, D.C., February 5-6, 1987. 56 pages.
Available online at www.centmapress.org, Results indicated that both corporate firms involved in a food fraud case lacked an immediate mandate to address the legitimate stakeholders' claim. "This study adds the action perspective to stakeholder salience theory, providing practical guidelines for marketers in the food sector who face wicked contexts, attempting to achieve transparency and common goals along with their stakeholders."
12 pages., Online via UI e-subscription, "In this essay the perspective of Ritzer's McDonaldization of Society thesis is the starting point for developing theses about corporate communication (CorpCom). The central idea of McDonaldization is that increasing numbers of organizations are run as fast food restaurants, focusing on efficiency, calculability, predictability, and control of people. "At the same time that CorpCom departments help organizations with the McDonaldization of their organizations, they are also the ones most likely to be the first to be confronted with the irrationality that the economic rationality of the organization evokes. Stakeholders who disagree with the opinions and ideas of the organization come knocking on the door and generally that will be the door of the CorpCom professional. The irrationality of rationality, as the fifth dimension of McDonaldization, is likely to become visible and tangible in their offices. All types of tensions throughout the organization, for example, those regarding environmental, health, and other societal issues, seem to converge in the CorpCom department."
USA: Center for Food Integrity, Gladstone, Missouri.
Location:
Agricultural Communications Documentation Center, Funk Library, University of Illinois Box: 201 Document Number: D11707
Notes:
2 pages., Online from publisher., Examines a period of meat shortages in stores - and headlines about pork and poultry farmers having to euthanize entire barns of animals. "Helping consumers understand the supply chain disruption and impacts may seem daunting, but the key is to keep it simple and engage on the shared values of safe food and a commitment to the highest standards of animal care."
9 pages., Online via UI e-subscription., Author explored dual pressures on the U.S.Forest Service, based on changing culture of the home organization and external environmental factors involving topics such as forest plans, timber sales, oil and gas leases, and grazing permits on public land. Described approaches and experiences of the Forest Service, which as among the first federal agencies to institutionalize dispute resolution procedures formally and did so on its own initiative.
21 pages., Online via UI e-subscription., Article described a negotiation simulation designed to incorporate skill building, process management, conflict analysis, and conflict management tools.
Agricultural Communications Documentation Center, Funk Library, University of Illinois Box: 148 Document Number: D11592
Journal Title Details:
21(1-2) : 19-25
Notes:
8 pages., Online via UI e-subscription., Author introduces a model for use in program planning centered on formulation, administrative approval, and delivery of learning content. Cites planning as a process in which multiple parties with many disparate interests are present and the planner must work to negotiate those interests so that successful and effective programs are produced and provided.
