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Peer-Reviewed Journal Articles
Lamprinakis, L. (2020). Circular Regulations (CR) for Bioeconomy Development. Journal of Sustainability Research, 2(3): e200021. Available online.
Abstract: The term Circular Regulations (CR) is introduced to describe a broad regulatory framework, designed with a circular understanding of the economy. Central in this discussion is the transition towards bioeconomy, a term that is not always used consistently, and sometimes treated in the same way as circular economy (CE), although these terms are not necessarily equivalent. In this article we endorse a systemic interpretation of CE, where a continuum of approaches, extending from reusing/recycling/upcycling to refuse/rethink/reduce, gradually replace existing linear “end-of-life” concepts. CE is a key prerequisite for the bioeconomy shift, a transition that further builds on CE, where circular design and processes are further augmented with increased resource utilization and intensive applications of innovative science and technology. The prevailing regulatory arrangements in CE, however, remain either fragmented or largely based on pre-existing policies, drafted to address issues of the linear economy, thus presenting several limitations when dealing with the underlying paradigm shift: complex market relationships that go beyond the standard neoclassical model. CR adopts an encompassing approach to regulatory design; it is not meant to be a rigid set of rules, but rather a regulatory framework where institutions, market rules, and business practice explicitly account for environmental and socially responsible activities, while securing an enabling environment for innovation. CR directly reflects on CE, where bioeconomy growth is informed by science, enabled by technology, driven by business, and supported by relevant policies and institutional frameworks. The article presents a conceptual setting towards CR and a practical example for its development.
Lamprinakis, L. (2019). Improving business resilience through organizational embeddedness in CSR. Development and Learning in Organizations, 33(1): 24-27. Available online.
Purpose – The purpose of this paper is to introduce the concept of embeddedness, highlight its connection with corporate social responsibility (CSR) strategies, and argue for its importance in securing and strengthening organizational resiliency.
Design/methodology/approach – Embeddedness and CSR are both well-researched topics but have been typically addressed on separate literature streams. The paper draws upon this diverse literature to introduce a conceptual framework for embeddedness in CSR.
Findings – The paper illustrates the importance of embeddedness and how it can enhance existing CSR strategies. A strongly embedded organization becomes deeply rooted on its socio-economic and natural environments, thus setting a symbiotic relationship that extends beyond any narrowly defined business purposes. Strong embeddedness has the potential to increase and further expand any CSR-related benefits while shielding the firm from economic downturns and thus increasing its resilience.
Originality/value – The paper builds upon CSR literature by incorporating the concept of embeddedness and then proposing how such an approach can strengthen an organization and increase its resilience.
Lamprinakis, L. (2017), How to Successfully Change an Organization: Management Perceptions and Practices. OIDA International Journal of Sustainable Development, 10(5): 39-48. Available online.
Abstract: Organizational development, change and adaptation are complex and challenging tasks that have been widely studied and debated, spanning from general change models and theories on organizational change, to change management theory and strategy literature. Even though issues surrounding organizational change have been extensively studied, the estimated success rates remain particularly low, thus keeping this kind of studies high in the research agenda. This article examines organizational change and adaptation in the context of institutional change. More specifically, the article examines the case of Valio, the biggest Finnish dairy company, and its reorganization and restructuring during the period surrounding Finland’s assessment to the EU in 1995. Valio’s case is particularly interesting since it involves a well-established “national institution”, with rich history and significant economic contribution to the national economy. The purpose of this paper is to explore how Valio’s managers perceived the organizational change efforts surrounding the period of EU accession and what change practices were followed. In doing so, the analysis adopts the comprehensive qualitative case study methodology having a descriptive and explorative approach. This approach involves several in-depth interviews with key Valio executives, stakeholders, and industry insiders. The analysis maps and identifies key themes and processes that characterized the change strategy and allowed for the successful organizational change.
Lamprinakis, L, Rodriguez, D. G., Prestvik, A., Veidal, A., and Klimek, B. (2017). A Mixed Methods Approach Towards Mapping and Economic Valuation of the Divici-Pojejena Wetland Ecosystem Services in Romania. Proceedings in Food System Dynamics, pp. 31-46. Available online.
Abstract: Mapping and valuating ecosystem services has gained increasing attention over the last years and remains high in the research agenda. In this paper, a mixed methods approach is used to valuate ecosystem services provided by the Divici-Pojejena wetland in Romania. A qualitative part relied on focus group discussions and interviews to identify key stakeholders and the ecosystem services provided by the wetland site. The benefit transfer (BT) method was used for the monetary valuation of the identified ecosystem services that the wetland provides. Bird watching opportunities, water quality, and flood prevention services are among the highest valued services, while the amenity services are the least valued among all wetland services.
Lamprinakis, L. (2015). Participative organizational change and adaptation: insights from a qualitative case study of successful change. Development and Learning in Organizations, 29(2): 10-13. Available online. The paper is also available here (PDF). The paper is selected as a Highly Commended Paper in the 2016 Emerald Literati Network Awards for Excellence.
Purpose – The purpose of this article is to discuss the participative and inclusive approach to organizational change and provide empirical insights from a successful case.
Design/methodology/approach – The article builds upon a qualitative case study on organizational change. The author conducted 12 interviews with past directors and managers that took active part in Valio’s strategic change.
Findings – The findings indicate how inclusiveness can be implemented in the three central areas of strategic change management: communicating, debating and implementing change. Inclusiveness can strengthen the legitimacy of the change process and allow for solutions to emerge from within the organization. The former becomes especially important in cases where strategic change involves difficult decisions like downsizing and layoffs, while the latter can give rise to original approaches that can be particularly suited to the organization and are thus easier to implement and be accepted.
Originality/value – The article presents empirical insights from a case study to propose inclusiveness as a central element in organizational change. Such insights can help managers and organization leaders seeking to initiate strategic change.
Lamprinakis, L. (2013). Organizational Response to Institutional Change: EU Membership and the Finnish Dairy Sector. Change Management: An International Journal, 12(1):49-59. Available online. The paper is also also available here (PDF) (please contact Common Ground Publishing for permission to reproduce).
Abstract: Changes in the institutional and market environments can present new challenges for organizations. The ability to properly and adequately change and adapt to these new conditions can be crucial for organizations’ competitiveness and their long-term survival. The article offers a qualitative case study analysis on the transformation process of the biggest Finnish dairy organization, Valio, in the light of the country’s accession to the EU. The analysis is based on thirteen personal in-depth semi-structured interviews with management employees, executives, past directors and industry insiders. The examination covers several aspects of the organization’s efforts to adapt with a particular focus on processes, strategies, and transition stages, and thus provides invaluable insight that allows the better understanding of a successful transformation.
Lamprinakis, L. (2013). The Transformation Of Valio: A Case Study. Journal of Business Case Studies, 9(1): 85-88. Available online.
Abstract: Valio, a well-established “national institution” in Finland, had a rich background based on cooperative tradition and extensive regional spread. In the late 1980s and early 1990s, the company had to undergo a process of change and re-organization in order to address the challenges arising from the EU accession. After years of restructuring and changing in its business model, Valio remains a major player in Finland and one of the most well-known brands in the region. The purpose of this case study is to stimulate a critical evaluation of the processes Valio undertook in order to address the coming challenges. The case is especially suited as a starting point for a broader discussion on organizational change and adaptation. Teaching notes are provided with proposals and questions.
Lamprinakis, L. (2012). Organizational Innovation and Institutional Change: The Case of Valio in Finland. International Journal On Food System Dynamics, 3(2): 95-105. Available online.
Abstract: Firms in the agri-food industry are embedded in a system of institutions, regulations and policies that shape their economic environment and affect their conduct and performance. Changes in this system can propose new challenges for the firms that need to adequately and efficiently change and adapt to the emerging environment. The following article examines how deep structural changes in the institutional and regulatory setting can be effectively addressed by organizational innovation and what can be the catalysts behind a successful innovation effort. In doing so the analysis examines the case of Valio, the largest Finnish dairy company and its reconstruction effort due to Finland’s EU accession in 1995. After years of restructuring and changing its business model the company remains a major player in Finland and one of the most well-known brands in the region.
Lamprinakis, L. and Fulton, M. (2011). Does acquisition of a cooperative generate profits for the buyer? The Dairyworld case. Agricultural Economics, 42: 89–100. doi: 10.1111/j.1574-0862.2011.00554.x Available online. Available here (PDF)
Abstract: This article examines the takeover of a cooperative (Dairyworld) by an investor-owned firm (Saputo) that was not previously present in the industry, determines if this takeover generates greater returns for the investor-owned firms (IOF), and on the basis of this evidence makes some inferences about the behavior and performance of cooperatives and IOFs. The empirical evidence strongly supports the conclusion that Saputo’s stock price rose with its takeover announcement. This outcome is consistent with a number of explanations, including that Saputo was unaffected by hubris, a factor often suggested as the reason that many firms overbid when they undertake acquisitions. Dairyworld’s poor liquidity and capital shortage problems, as well as a limited number of suitors, may have weakened its bargaining position in its dealings with Saputo. The observed increase in Saputo’s stock price is also consistent with the possibility that, by taking over a cooperative, Saputo was able to decrease competition and thus increase its profits. A fruitful area for future research would be a rigorous theoretical and empirical determination of the impact that these various factors have on acquisition profitability. Such analysis is required before inferences about the behavior and performance of cooperatives and IOFs can be fully answered.
Books and book chapters
Matei, Monica; Laslo, Lucian; György, DEÁK; Nicu, Ciobotaru; Boboc, Mădălina; Raischi, Marius; Mușat, Cristina; Lupei, Theodor; Raischi, Simona; Moncea, Andreea; Dumitru, Diana; Badea, Gabriel; Lamprinakis, Lampros; Rodriguez, Divina Gracia P.; Prestvik, Anne; Veidal, Asbjørn; Klimek, Björn. Best practices guide on mapping and assessing wetland ecosystems and their services. Universitas, 2017 (ISBN 978-973-741-534-9) 240 p. Available online.
Hegrenes, A., Bryden, J., Lamprinakis, L. and Refsgaard, K. 2016. Norwegian Cooperativism: Social Context and Cooperative Experience. In Temel, B. (Ed.), Cooperatives in Context: Two Countries, Two Outcomes. CreateSpace Independent Publishing Platform. ISBN-10: 1536800740. ISBN-13: 978-1536800746. Available on Amazon.
Dissertations and monographs
“Cognitive dissonance, mental frames and the financial value of agricultural co-operatives”
Ph.D. thesis at the University of Saskatchewan (UofS), 2008. Available online from the UofS library.
“The Role of Quality in Industry Concentration: The Case of the Greek Dairy Industry” Master thesis, Department of Economic and Management Sciences, Mediterranean Agronomic Institute of Chania (MAICh), 2003. Available online from the MAICh library.
“The Application of Relationship Marketing in Agri-Food Firms: The Case of Imports” Dissertation (in Greek) at the Department of Agricultural Economics and Rural Development, Agricultural University of Athens (AUA), 2001. Available online from AUA.
“Mapping and economic valuation of the ecosystem services provided by a wetland site in Danube” at the 11th International European Forum (Igls-Forum) (161st EAAE Seminar) on System Dynamics and Innovation in Food Networks – available here (PDF)
“Exploring the impact of mental frames on cooperatives and their communities” at the EAAE Congress 2014 (Ljubljana, Slovenia) – available here (PDF)
“Mental frames and organizational decision-making: facing the challenges of change” at the EAAE Congress 2011 (Zurich, Switzerland) – available here (PDF)