High levels of meat consumption are increasingly being criticised for ethical, environmental, and social reasons. Plant-based meat substitutes have been identified as healthy sources of protein that, in comparison to meat, offer a number of social, environmental and health benefits and may play a role in reducing meat consumption. However, there has been a lack of research on the role they can play in the policy agenda and how specific meat substitute attributes can influence consumers to replace partially replace meat in their diets. In this paper, we examine consumers’ preferences for attributes of meat and meat substitute products and develop consumer segments based on these preferences. The results of a choice experiment with 247 UK consumers, using food labels and mince (ground meat), illustrate that the type of mince, fat content, country of origin and price are major factors that influence choice. Carbon footprint, method of production and brand play a secondary role in determining consumers’ choices of meat/meat substitutes. Latent class analysis is used to identify six consumer segments: price conscious, healthy eaters, taste driven, green, organic and vegetarian consumers which have different socio-demographic characteristics and meat consumption patterns. Future interventions and policies aimed at reducing meat consumption including labelling, provision of more information, financial incentives, educational campaigns and new product development will be more effective if they are holistic and target specific consumer segments, instead of focus on the average consumer

Mobile apps redistributing surplus food are receiving increased attention for their sustainability benefits. Nevertheless, there is limited research on the opportunities created for businesses to penetrate the Bottom of the Pyramid (BoP) market. Drawing on Service-Dominant (S-D) logic, affordance and means-end theories, this study investigates how food waste mobile apps can support sustainable value co-creation at the BoP. Using a laddering approach, data were collected through semi-structured interviews in Sri Lanka. Despite similarities in respondents’ perceptions of app functions, there are noticeable gaps in the perceived affordances and end goals, which may challenge the value co-creation process. Additionally, opportunism, stigma and goal misalignment may result in value co-destruction, i.e. the diminishment of value through stakeholder interactions. Our findings demonstrate that to develop technologies which enable value co-creation, an in-depth understanding of factors driving perceptions of value is essential.

While artificial intelligence (AI) requires business model innovation, it simultaneously poses persistent operational, regulatory and strategic challenges, highlighting the importance of researching AI adaptation to appropriate organizational value. AI adaptation is not monolithic, and its nature and consequent value appropriation processes may vary due to external factors and an organization's strategic approach to innovation and resource management. Accordingly, a taxonomy of AI adaptation and its link with value appropriation can yield a theoretical understanding and practical implications of why and how organizations vary in leveraging strategic human resource management to shape business innovation led by AI adaptation. In this paper, we address this issue by applying adaptive structuration theory and conducting interviews with top management personnel from 51 companies based in India. Based on our findings, we develop a novel taxonomy of AI adaptation (exploitive, exploratory, emancipatory and expedient), structured within a 2 × 2 matrix and a robust model of value appropriation within a dynamic business environment.