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A critical analysis is developed of the dominant meanings of value in marketised higher education. In policy terms, this has become informed by the logics of the measured market whereby value has become synonymous with economic return and institutional accountability. The notion of value is one which permeates many discussions on the purpose of higher education and the perceived benefits it confers onto individuals and society as a whole. This, however, remains largely implicit and unearthing the specific meaning of value (and values) clearly presents challenges. This article critically examines a variety of concepts relevant to discussion of the value of higher education, including the relationship between value and quality, consumerism, goods and performativity. In each case, it unpacks their meanings and implications for the relationship between students and institutions, particularly at a time when this is seen to be increasingly transactional. It then outlines an alternative value framing to the utilitarian 'value for money' so prevalent in much market-driven policy. (HRK / Abstract übernommen).

Racial capitalism — the process of deriving social and economic value from the racial identity of another person — is a longstanding, common, and deeply problematic practice. This Article is the first to identify racial capitalism as a systemic phenomenon and to undertake a close examination of its causes and consequences. The Article focuses on instances of racial capitalism in which white individuals and predominantly white institutions use nonwhite people to acquire social and economic value. Affirmative action doctrines and policies provide much of the impetus for this form of racial capitalism. These doctrines and policies have fueled an intense legal and social preoccupation with the notion of diversity, which encourages white individuals and predominantly white institutions to engage in racial capitalism by deriving value from nonwhite racial identity. Racial capitalism has serious negative consequences both for individuals and for society as a whole. The process of racial capitalism relies upon and reinforces commodification of racial identity, thereby degrading that identity by reducing it to another thing to be bought and sold. Commodification can also foster racial resentment by causing nonwhite people to feel used or exploited by white people. And the superficial process of assigning value to nonwhiteness within a system of racial capitalism displaces measures that would lead to meaningful social reform. In an ideal society, racial capitalism would not occur. Given the imperfections of our current society, however, this Article proposes a pragmatic approach to dismantling racial capitalism, one that recognizes that progress must occur incrementally. Such an approach would require a transition period of limited commodification during which we would discourage racial capitalism. Moreover, we would ensure that any transaction involving racial value is structured to discourage future racial capitalism. I briefly survey some of the various legal mechanisms that can be deployed to discourage racial capitalism through limited commodification. Ultimately, this approach will allow progress toward a society in which we successfully recognize and respect racial identity without engaging in racial capitalism.

We present a model of market competition in which consumers' attention is drawn to the products' most salient attributes. Firms compete for consumer attention via their choices of quality and price. Strategic positioning of a product affects how all other products are perceived. With this attention externality, depending on the cost of producing quality some markets exhibit \"commoditized\" price salient equilibria, while others exhibit \"de-commoditized\" quality salient equilibria. When the costs of quality change, innovation can lead to radical shifts in markets, as in the case of decommoditization of the coffee market by Starbucks. In the context of financial innovation, the model generates the phenomenon of \"reaching for yield\".

As managers and academics increasingly raise issues about the real value of CRM, the authors question its direct and unconditional performance effect. The study advances research on CRM by investigating the role of critical mechanisms underlying the CRM-performance link. Drawing from the sources → positions → performance framework, the authors build a research model in which two strategic postures of firms—differentiation and cost leadership—mediate the effect of CRM on firm performance. This investigation also contributes to the literature by drawing attention to the differential impact of CRM in diverse industry environments. The study analyzes data from in-depth field interviews and a large-scale, cross-industry survey, and results reveal that CRM does not affect firm performance directly. Rather, the CRM-performance link is fully mediated by differentiation and cost leadership. In addition, CRM’s impact on differentiation is greater when industry commoditization is high.

This paper proposes a model in which identical sellers of a homogeneous product compete in both prices and price frames (i.e., ways to present price information). Frame choices affect the comparability of price offers and may cause consumer confusion and lower price sensitivity. In equilibrium, firms randomize their frame choices to obfuscate price comparisons and sustain positive profits. The nature of the equilibrium depends on whether frame differentiation or frame complexity is more confusing. Moreover, an increase in the number of competitors induces firms to rely more on frame complexity, and this may boost industry profits and lower consumer surplus. This paper was accepted by J. Miguel Villas-Boas, marketing.

Universities have put in place various policies and punishments to manage plagiarism and it is an issue of significant interest. This article looks at how plagiarism is discussed in the 55 Higher Education articles between 1982 and June 2022 that make some reference to the term. Many of the articles focused on a police-catch-punish approach and imbued a strong moral charge to the issue. In contrast to such articles were those that presented citation as a complex academic practice that needs to be engaged with educationally. Our understandings of and responses to plagiarism emerge from a number of causal mechanisms but I argue that a key mechanism is the commodification of knowledge. Where knowledge is a product to be packaged, bought, and sold, then ownership and attribution become more important than engagement and personal meaning making. Instead of our obsession with a police-catch-punish approach to plagiarism, at a more micro-level, we should be inducting students into the many roles citations serve, and at a macro-level, we should be engaging in considerations of the purposes of a higher education and how we might better enable students to enjoy a transformative relationship to knowledge.

Research summary: This article studies how the logic of firm governance choices varies as a function of the time of adoption of particular sourcing practices. Using data on the diffusion of global business services sourcing as a management practice from early experiments in the 1980s through 2011, we show that the extent to which governance choices are affected by process commoditization, availability of external service capabilities, and past governance choices depends on whether firms are early or late adopters. Findings inform research on governance choice dynamics specifically in highly diverse and evolving firm populations. Managerial summary: This article considers how firms have chosen delivery models in global services sourcing decisions over time. Based on comprehensive data, we make two major observations. First, we find that firms that began with global services sourcing early, invested mainly in their internal sourcing capacity, while outsourcing only simple tasks to external providers, whereas firms that started later invested more in their capability to outsource various services to increasingly sophisticated suppliers. Second, we find that initial investments in internal or external sourcing capabilities have a strong effect on future choices of delivery models. This explains why, even today, firms vary greatly in how they implement global sourcing decisions, and it suggests that newcomers should learn from their own peer group rather than from highly experienced firms.

Academic capitalism (AC) has become one of the most influential lines of research into markets in higher education (HE). However, researchers often use AC only as an umbrella term while key concepts remain superficially explored and intertwined topics treated disjointed. By means of a systematic literature review, our main contribution is the proposal of two classification schemes based on (a) analytical levels (macrostructural, organizational, and individual) and actors, and (b) themes and contributions (Exploration and reflection; Creation of theoretical framework; Research topics and applications; New trends). The idea that underlies both proposals is distinguishing without disjoining. Distinguishing is an operation that researchers can benefit from, while disjoining risks leading to blindness by not capturing the complexity of AC. Distinguishing analytical levels and actors provides a clearer view of how actors position themselves in the field, how they interconnect, and how their actions resonate at other levels. Distinguishing themes and contributions allows categorizing the wealth of research into smaller units for deeper analysis. Both contribute to researchers in positioning their theoretical contributions in the literature. This study may advance research not only on AC, but also in understanding the several ways the neoliberal restructure has been playing out in HE.

With the Bioeconomy Strategy, Europe aims to strengthen and boost biobased sectors. Therefore, investments in and markets of biobased value chains have to be unlocked and local bioeconomies across Europe have to be deployed. Compliance with environmental and social sustainability goals is on top of the agenda. The current biomass provision structures are unfit to take on the diversity of biomass residues and their respective supply chains and cannot ensure the sustainability of feedstock supply in an ecological, social and economical fashion. Therefore, we have to address the research question on feasible strategies for mobilizing and deploying local, low-value and heterogeneous biomass resources. We are building upon the work of the IEA Bioenergy Task40 scientists and their expertise on international bioenergy trade and the current provision of bioenergy and cluster mobilization measures into three assessment levels; the legislative framework, technological innovation and market creation. The challenges and opportunity of the three assessment levels point towards a common denominator: The quantification of the systemic value of strengthening the potentially last remaining primary economic sectors, forestry, agriculture and aquaculture, is missing. With the eroding importance of other primary economic sectors, including fossil fuel extraction and minerals mining, the time is now to assess and act upon the value of the supply-side of a circular bioeconomy. This value includes the support the Bioeconomy can provide to structurally vulnerable regions by creating meaningful jobs and activities in and strengthening the resource democratic significance of rural areas.

KEYWORDS Platforms, Brand Commoditization, Brand Empowerment, Consumer Attention Platforms steal the show from brands ｘ Digital platforms have captured unprecedented levels of influence within the digital business ecosystem. Brands must navigate a market dynamic where platforms control key aspects of the consumer experience and brand interaction, often diminishing the brand's direct relationship with its customers. Exclusive partnerships often bring increased promotional support from the chosen platform, thereby amplifying the brand's presence among a targeted user base. * Infatuated customer strategy ｘ Central to the infatuated customer strategy is the increase of personalized experiences that cater directly to the unique needs and preferences of each customer. LEGO Ideas demonstrates the power of involving customers directly in product development, significantly increasing engagement and fostering a collaborative brand-community relationship that makes LEGO stand out from competitors on platforms such as Amazon. *Ecosystem strategy ｘ The ecosystem strategy is about creating a comprehensive network of complementary products, services and experiences that collectively enhance the brand's value proposition to customers.