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This paper investigates the impact of the COVID‐19 pandemic on U.K. third‐sector (nonprofit organizations and social enterprises) and socially oriented small‐ and medium‐sized enterprises (SMEs), and provides insights regarding their organizational resilience. Using data from the Longitudinal Small Business Survey, the results of an extensive empirical analysis suggest that relative to commercial (for‐profit) SMEs, social enterprises were less likely, and socially oriented SMEs more likely to perceive the pandemic as an obstacle to business success. Third‐sector and socially oriented SMEs were more likely to increase their activities compared to commercial SMEs. Moreover, the COVID‐19 pandemic appears to have had a differential impact on the future plans of third‐sector and socially oriented SMEs relative to commercial SMEs. Third‐sector organizations were less likely to use government‐backed loans, suggesting a need for alternative forms of support or financing to weather economic disruptions. Overall, our analysis suggests a resiliency and versatility among third‐sector and socially oriented SMEs in dealing with unexpected and significant external shocks. [ABSTRACT FROM AUTHOR]

I study the influence of leadership on organizational performance and worker wellbeing using data from the 2004 and 2011 Workplace Employment Relations Survey (WERS). Our most conservative estimates from fixed effects regressions on a panel of organizations reveal that virtuous leadership is significantly and positively linked to an upbeat assessment of organizational performance, and an increase in worker wellbeing. Specifically, the estimates reveal that an increase in leadership quality by one standard deviation increases organizational performance and worker job satisfaction by 0.27 and 0.73 standard deviations, respectively, while it leads to a fall in worker job anxiety by 0.13 standard deviations. The results support the hypothesis that good leadership is vital for the success of business, including worker wellbeing, which organizational policymakers ought to heed. There is a dearth of empirical evidence on organizational leadership as an institution and its influence on organizational outcomes, which this article aims to address. [ABSTRACT FROM AUTHOR]

Food loss and waste have generated environmental and social impacts around the world. One way to address this problem is to make the food supply chain more efficient through novel solutions to food distribution. A new sustainable business model called "digital business platforms for food waste reduction" is emerging to simplify the transaction and donation of food close to the expiration date, preventing its disposal and incineration. Based on multiple case studies, this research sought to answer: How do business users perceive value of digital platforms for food waste reduction? The results demonstrated that the success of a sustainable business model innovation needs to consider the user perception of value. The study reveals new sources of economic and strategic benefits and sacrifices that influence the users' adherence to digital platforms. [ABSTRACT FROM AUTHOR]

The food industry is increasingly using decision support tools to address the food loss and waste challenge. Extant food loss and waste tools predominantly focus on environmental metrics and do not sufficiently integrate important social and financial considerations. They have therefore been deemed to lack business readiness. This critical review aims to assess how tools can be integrated within organisations supporting the progress towards sustainability and what tensions are inherent in preventing and reducing food loss and waste (FLW). This review extends paradox theory by adding the dimensions of FLW and tools to previous research on paradoxes and sustainable development. The significance of the review is creating an opportunity for scholars and practitioners to rethink current business practices as necessary for addressing sustainability challenges. The review contributes to previous research in FLW‐reducing tools within the context of business responses to sustainability issues. The findings show the role of leadership in promoting participation and collaboration for positive environmental outcomes. These findings offer three practical recommendations for businesses: (1) simple yet comprehensive tools tailored to business needs can enhance decisions, (2) a paradoxical approach for considering food supply chain demands and (3) leaders should encourage individuals and teams to learn and collaborate for business success. [ABSTRACT FROM AUTHOR]