Attitude behavior gap, Consumer behavior, Ethics, M00, Z13,

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The objective was to determine the effect of once-daily milking (ODM) and omitting one evening milking each week (13TWM), in late lactation on milk production, composition and processability. Seventy-two cows were assigned to three treatments (ODM, 13TWM and twice-daily milking [TDM]) from 4 October to 12 December. Cows were on average 218 d into lactation at the start of the trial, and all cows were managed similarly throughout the trial. Milk yields and gross milk composition of cows on all treatments were measured, and milk samples for detailed compositional and processability analysis were collected from TDM and ODM treatments at two consecutive milkings and at one milking each week, respectively. Milk yield was significantly reduced (P<0.001) and milk fat and protein concentrations were increased (P<0·01) with ODM compared with TDM. Milk yield and fat and protein concentrations of milk from TDM and 13TWM herds were similar. Casein concentrations in ODM and TDM milks were similar, but ODM milk had a higher (P<0·05) whey protein content. Somatic cell count of ODM and TDM milks was similar. Rennet coagulation time (RCT) and curd firmness (A60) of milk were not affected by milking frequency. However, rate of curd aggregation (K20) of ODM milk was reduced (P<0·05) compared with that of TDM milk. Plasmin activity in ODM milk was numerically higher than in TDM milk, but the effect was not significant. ODM milk had higher NAGase activity than TDM milk (P<0·01). In conclusion, once daily milking reduced milk yield by 29% and did not adversely affect the processability of milk. Moreover, one evening milking per week could be eliminated without adverse effects on milk yield or composition.

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Purpose -The purpose of the paper is to show that HRM is not the sole responsibility of HR departments, but also of other agents inside and outside the organisation, such as top and line managers, and external HRM service providers. This paper seeks to examine how organisations distribute HRM activities and responsibilities among these agents. The study attempts to classify organisations according to agent distribution and to explore whether a number of internal and external context characteristics affect this distribution. Design/methodology/approach -The survey in the paper shows the methodology chosen in order to collect and analyse factual data about the participation of different agents in HRM activities and the characteristics of the organisations and their context. The questionnaire obtained a valid sample of 231 Spanish companies. A multiple correspondence analysis approach was taken in order to cluster the organisations. Findings -The analysis of the data in this paper clearly produced seven groups, each involving organisations that allocated responsibilities to the various agents in a similar fashion. However, no common contextual characteristics were found among the companies in each of the seven categories.Research limitations/implications -The main limitations in the paper are related to the length of the questionnaire, the adequacy of the respondents related to the unit of observation; and the relative newness of the techniques used. Originality/value -The main contribution of the paper consists of the incorporation of existing partial areas of study in the field of HRM (roles of the HR department, devolution to line management, and outsourcing of the HR function) into an integrated study.

In recent years the adoption of ethical criteria when making consumer decisions has gained increasing popularity and has been studied as a way of moving towards a more sustainable consumption-production paradigm. Much research has focused on what motivates people to engage in ethical consumer behaviours considered as the expression of an ethical self. However, there is a limited understanding of the construction and communication of these ethical selves. By focusing on how members of Spanish ''Responsible Consumption Cooperatives'' construct and communicate their ethical identities, this study sheds light on the underlying social psychological processes of ethical consumer behaviour from a Social Identity Approach. Findings from the multimethod qualitative study reveal how consumers negotiate their perceptions of ethics and respective behaviours through the construction and identification of in-groups and out-groups and communicate their shared social identity through different consumption practices, such as the deliberate avoidance of brands/symbols that embody the values of the consumerist society.

PurposeFew definitions in the HRM literature have reached as much consensus as the term “devolution”. However, devolution is a phenomenon that has been defined from the perspective of HRM specialists, with little or no contribution from middle managers. This paper seeks to explore what is behind the commonly shared definition of devolution, by examining not only the actual tasks that are being devolved, but also by trying to establish different degrees of devolution according to a number of dimensions.Design/methodology/approachAn approach that facilitated the exploration of the extent of devolution and impact on middle managers' perceptions was required. A qualitative approach was adopted. Specifically, a case study of a hospital in Spain was undertaken. The research methods included in‐depth interviews, participant observation and internal documentation.FindingsThe findings emphasize the importance of reflecting on the reality and the rhetoric of devolution. The results indicate that it is worthwhile to break down the concept of devolution into dimensions (tasks and responsibilities, decision‐making power, financial power and expertise power) and to specify what dimensions are devolved.Practical implicationsThere is a clear difference between the rhetoric of devolution and what actually happens in practice. In order to distinguish between those organisations that go beyond the rhetoric of devolution, it is important to differentiate between the devolution of tasks and the devolution of decision‐making power and autonomy in order to undertake these tasks. This differentiation facilitates the identification of those companies which display superficial levels of devolution and take steps to advance the process.Originality/valueThis paper questions the traditional definition of devolution. It proposes a new definition of devolution based on the identification of various dimensions and incorporates the perspectives of all the actors involved in the process.