EdonaKurtolli

M1Assignment

ContemporaryIssuesandChallengesinManagementPracticeandTheory

DBAYear1M1EdonaKurtolli14Sept12

TableofContents
Introduction. ........................................................................................3
PartI...................................................................................................5
PartII................................................................................................10
Bibliography. ......................................................................................16

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Introduction

This assignment, part of the Contemporary Issues and Challenges in Management

Practice an Theory Module showcases an understanding of the academics view of theory
and practice and the evaluation of their perspectives in combination with ones own
managerial and organizational context, by using reflexive analysis of cause and effect
meaning that the researcher is part of the equation itself. The original thematic and the
initial research question is: How does commodity regional branding create brand appeal
in developing countries; what are common key values that define regional brands. This
research question, which is still in development, is arisen from the researchers own
professional work within a research donation funded institution within the agricultural
market facilitation field. Considering challenges in management practice and theory also
faced with developing country economic, social, and market innovation problems, this
paper selects a few perspectives of given quotes and applies it to the own context
illustratedbyrealexamplesandrecentcases.

Context Description: the assignment allows for the demonstration of knowledge

and expertise and to critically examine concepts in relations to own situation and wider
environment. As the assignment states the analysis is developed in the light of owns
understandingdevelopedthroughoutthemoduleandliteraturereadings.

The paper is organized in two parts, where part one examines the quotes within
theparenttextandwiderliteratureregardingtheirutilityandadjudgement,andparttwo
relates to theoretical perspectives applied to own organizational and managerial context.
Partoneofthepaperconcentratesontheanalysisofthefollowingquotes:
ManagementTheory

Studying management means studying asymmetrical relations of power,

includingdependencies(AlvessonandDeetz,2000,p7).

Implicit in Bob Sherwoods words is the idea that management is

essentially rather a simple matter, and that we forget this at our peril.
ThisindeedisaconclusionthatIhavecometo(Watson,T.,2001,p10).

Wesuggestthattherearefourpuretypesoftheory,whichallowusto
understand what is available from the world of theory that can
contribute to critical reflective practice (Burgoyne and Reynolds, 1997,
p3)

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[Close cooperation between theoretical and applied psychology] can be

accomplishedif the theorist does not look toward applied problems
with highbrow aversion or the fear of social problems, and if the applied
psychologistrealizesthatthereisnothingsopracticalasagoodtheory.
(Lewin,1951,p.169)

Change

There are two basic approaches for understanding the way in which
organization change is produced and managed. Oneis objectivist
structuralfunctionalist (Burrell and Morgan, 1979)the job of a
changemanager is to understand [the objective] reality and to align or
adapttheorganizationtoit(FrenchandBell,1995).Asecondapproach
is based on a construct5ivist tradition(Berger and Luckmann, 1996)
[Here] change managers use interventions to construct, deconstruct
and reconstructed organizational realities, i.e. to author new realities
(Ford,J,andFord,L.,2003,p141,ch8inHolmanandThorpe)

RapidChange

It is a common claim that todays managers face unprecedented

competition,

social

diversity

economic

turbulence

and

rapid

technological progress. But this claim may be based ona less than
complete understanding of our history. Times were also turbulent at
the turn of the century when much of what we now take to be the basic
managerialtechniquesweredeveloped(Splender,J.,2004,p108inGrey
andAntonacopoulou)
ConstantChange

Change is a constant feature of organizational life and the ability to

manage it is seen as a core competence of successful organizations.
However, there are significant differences in how it is perceivedis it
incremental, punctuated or continuous; can it be driven from the top
downorisitanemergentprocess?(Bumes,2004)

After having analyzed the quotes in own context with the theoretical knowledge and
practice part two requires the adoption of an implicit or explicit quote from above or any
other. In this paper the Theory of the Diffusion of Innovation is used in comparison to
the branding process as well as in combination with the aforementioned quotes in part
one.

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PartI

Presently, the management practice field is faced with varied issues that are intricate
anddiverse.Atalltimes,themanagementgetsnewthemes,asitishighlydynamicwithin
its operational environment. Management practitioners are ever more anticipated to
proffer direction in employees management frequently under the burden of various
challenges. Their functioning regardless of the challenges is essential in making certain
that their organizations retain and bolster their advantages for competing in the
available markets. Like in other fields, the theory of management is important in
organizing knowledge and providing directing actions within the field. When a manager
clearly understands the past precursors as well as context relating to management along
with organizations, then she or he easily affords the organization a legacy, and is well
equipped to avert the reenacting of others mistakes. Humanity has been highly
interested in understanding management for a period running into several millennia.
Eventhen,managementapproacheswhicharehingedonscienceonlysurfacedwithinthe
lastcentury(Griffin,1993,pp.2742).
In the early Twentieth Century, three fundamental management views and related
perspectives rose: classical, behavioral and a perspective based on quantification. The
classical branch into two principal subdivisions: scientific and administrative. The main
concern in the sciencebased management is enhancing the methods of work as well as
the efficacy of individual staffs. In a management which is basically administrative, the
managers concern themselves with structuring and arranging their organizations with the
objective of ensuring that their operations are efficient. Notably, the two subdivisions
ostensibly overlook the staffs roles. On another note, the perspective of management
based on behaviors is typified by substantial attention rendered to group as well as
individual behaviors. Its emergence was prompted by the studies of Hawthorne. In HR
circles, processes that are behavioral in character have their potential and significance
markedly recognized. However, HR practitioners commonly make exceedingly raw
assumptions concerning the processes. Organizational behavior is seen as an additionally
pragmatic behavioral perspectives consequence, and many presentday managers are
quiteinterestedinit(Griffin,1993,pp.2742).

On a perspective based on quantification, however, there are two

constituents:thescienceofmanagementandthemanagementofoperations.Inthisview,
quantitativestrategiesareappliedintheformulationofdecisionsandinthinkingthrough
solutions to emerging problems that are considerably significant in the case of modern

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managers. The contribution of this perspective have been bolstered and enabled by the
heightening usage of electronicsnetworks of information which are integrated and
computers. Notably, the different principal perspectives and the related views ought to
be perceived as complementary as opposed to being contradictory. Each fills a gap in the
other and essentially, managements should comprehend how to effectively employ each
ofthem.Thenewestentrantsinthetheoryofmanagementarethecontingencyaswellas
systems perspectives. The two are highly potent as ways of approaching management as
well as frameworks in which the traditional perspectives are integrated (Griffin, 1993,
pp.2742).

Alvesson and Deetz (2000) propounded that the study of management

portendsthestudyofpowerrelationsthatareasymmetrical,encompassingdependencies
(p.7). This view is wholly agreeable and appropriately fits into the context in which it is
used in their book. Managers are markedly busy yet powerful within their stations of
work. They are preoccupied with projecting affirmative impressions as well as images via
researchers efforts and employ any findings in enhancing their overall outcomes. The
researcher is reduced into an agent of PR without much reference to her or him. This
characterizesthepoliticalcharacterofstudiesrelatedtomanagement(Alvesson&Deetz,
2000, p.7). Differentials in power affect learning within organizations, especially where
there is limited trust between staff and their managers. The relations of power shapes
the processes based on behavior within organizations. They are essential in attaining the
advantages of learning within organizations as they determine the extent to which
individuals innovate and learn across their individual boundaries, and in relating with
theircolleagues.

Watson (2001) contends that management is pretty simple (p. 10). This

position is agreeable in the context where it is situated; that it is simple but appreciable
difficult which makes people see it as quite intricate. Notably, the more people see it as
complicated, the more it becomes so (Watson, 2001, p.10). The pillars or enablers of
management are rather straightforward and unchanging; planning, organizing, directing
and supervising make management simple and improvable with practice and study. With
contingency arrangements, any arising challenges can be contained as the necessary
adjustments are always clearly aforethought. Management is appreciably a simple
process which is iterative, always with plans to fix emerging challenges and seeing
throughallorganizationalprocesses.

Burgoyne and Reynolds (1997) propose that the theories which enable people

to comprehend the resources within the theory world and that can add up to the critical

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practiceofreflectionexistinfourtypeswhichareconsiderablypure(p.3).Inthecontext
wherethesuggestionismade,thepuretheorytypesarepresentedasnormative,critical,
interpretive and descriptive (Burgoyne & Reynolds, 1997, p. 3). While the types are
wholly agreeable, the purity factor is not. None of the theory types is independent of the
others, they overlap in their scope and orientation, and the efficacy and reflection
variables cannot be viewed as being independent or affording the different types of
theories distinct divides. Indeed, in strictspeak, reflection is not shaped by or hinged on
theories. The lone justifiable position of any theory concerns its capability for organizing
and adding up unrefined investigational data or perception. Theories surface from
processeswhichareclearlyevolutionaryandcanonlysurviveiftheywork,andthepurity
ofsuchprocessescannotbevouchedfor.
Lewin (1951) propounded that a closer collaboration between applied along with
theoretical psychology can be attained if theorists fail to focus on practical challenges
with fears or aversions against them and recognize that all good theories are quite
practical (p. 169). This supposition is wholly agreeable and persuades the formulation of
theories, which may be employed in resolving societal problems as well as challenges.
The collaboration would occasion theories or a theory, which perceives behaviors as
consequencesofinterdependentdeterminants,explainssituationsastheyareconcerning
thebehaviorsunderfocusandtheunderlyingpersuasionsforbehaviorsareseenasbeing
contemporaneous to them. This view humanizes the management and the stations of
work. Various fashionable, functional views as well as related perspectives shape the
contemporary practices in management regarding the challenges of retaining staffs,
managing fresh workforces, ensuring diversity, managing change, ensuring that ethics are
upheld, mainstreaming corporate responsibilities in the culture of organizations,
enhancingquality,andorientingorganizationstowardsaneconomybasedonservices.
In present times, it is increasingly challenging to break down any change, which
faces management into its constituent categories that are functional. Numerous
management processes now entail multiple categories and thus one is persuaded to
perceive management of changes in relation to different processes, objects as well as
tasks(Griffin,1993,pp.2742).Thetheoryofmanagementnowhasbranchesrelated
to public organizations as well as NGOs, like management and administration of the
public and management of education. Notably, many suppositions from managements are
now criticized by commercial ethicists, activists who are opposed to corporation and
studies which are critical about contemporary management (Stickland, 1998). Some
theoretical views and related perspectives intimate that such critics have motivated

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various consequences, including the democratization of stations of work. Democracy at

the workplaces is now widespread and has more advocates arguing that the functions of
managing be distributed amongst all staffs, with each charged with a component of the
management roles, or functions (GomezMejia, Balkin & Cardy, 2008, pp.3439; Stickland,
1998).
The democratization models which have come up predate all presentday political
concerns and their occurrences are much more natural compared to that of the related
hierarchy of command. Every management incorporates varied extents of the principles
for democracy, which ensure that ultimately, the staffs ought to offer ample support to
the workings of the management. Alternatively, the staffs leave an organization or
engage in industrial actions (Stickland, 1998). Regardless of the extending
democratization, organizational structures for controlandcommand are still quite
common and are appreciably the organizations de facto structures. Certainly, the
structures for controlandcommand have an entrenched character which has motivated
the growing number of layoff plans which impact more on management cadres compared
to the lower cadres in the corporate world. It is not uncommon to have some
management conferring rewards on themselves following the discharging of staffs.
Another related theoretical perspective relates to the actuality that there are growing
incidencesofdisorderswithinthemanagementranks(Griffin,1993,pp.2742).
Somecriticspositthatmanagementdoesnothaveaframeworkoftheories,which
is coherent. This is not factual as there at list six such frameworks, or models, in
existence. These include a perspective based on behaviors, the model of cybernetics, the
theory of transaction or agency costs, the viewing of organizations based on resources,
the theory of institutionalization and the models for dependence on power or resources
(Griffin, 1993, pp.2742). These perspectives ease the comprehension of both non
strategic as well as strategic management practices determinants (Stickland, 1998). The
perspectives are notably different to the one underlying the Scientific Management
Theory propounded by Taylor and other sciencebased theories, which do not focus on
the staff. For Taylor, the staff is not a priority, but the management is, in efforts to raise
the staffs productivity. Low productivity is not okay, and Taylors perspective was that it
results from a malfunctioning management system, as well as methods of work (Gomez
Mejia,Balkin&Cardy,2008,pp.1725).
Most modernist perspectives are focused on the staff, whose productivity may be
heightened through strengthening of the management and organizing it in ways which
facilitatethewelfareofthestaff.Contemporarily,managementiscommonlyperceivedin

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terms of its functionality like determining quantities, modifying plans and attaining
stipulated objectives. This is applicable even in circumstances which are devoid of
planning. Viewed this way, modern management practices entail six constituents:
supervision, coordination, command, organization, planning as well as forecasting. This
perspective views management as a philosophy, an art as well as a science. More
practically, though, each organization ought to direct its people, work, technologies and
processestocapitalizeonefficacy.
According to Ford and Ford (2003) the production and management of change can
be comprehended from two viewpoints. One is objectivist which is common in structural
functionalism where the managers of change are charged with understanding the extant
realities and aligning the organization to the realities. The second one is a tradition
which is appreciably constructivist with the managers charged with employing varied
interventions to build, deconstruct as well as reconstruct the realities (p.141). This
position is agreeable, and the each of the viewpoints anticipates that any change brings
with it aspects of uneasiness in an organization. The uneasiness is brought about by the
emerging new realities which accompany changes (Kotter & Cohen, 2002). The realities,
and uneasiness in extension, can only be managed well if they are understood and
organizations are aligned to them (Stickland, 1998). Their management requires
interventions which include may entail the building, deconstruction as well as
reconstruction of the realities. In these ways, the managers are able to mollify
resistances in the staffs without upsetting them or injuring their productivity levels
(GomezMejia,Balkin&Cardy,2008,pp.37).
Spender (2004) portends that the allegation that present day management is
confronted by extraordinary competition, diversity challenges, economic upheavals and
rapid progresses in technology are hinged on incomplete comprehension of historical
developments. Spender (2004) asserts that at the beginning of the century were equally
turbulent but most of the present fundamental techniques of management were
developed then (p.108). The supposition is factual. Changes basically relate to feelings as
well as perspectives which are not in any way novel. While the traditionalist paradigm
for managing changes posits that the feelings as well as perspectives are unchanging in
terms of managing, modernist paradigms portends such management is the basically a
management of peoples unchanging feelings as well as perspectives (Kotter & Cohen,
2002, pp.39). In cases where organizations do not appreciate the validity of the
constancy of feelings as well as perspectives which color changes have the management

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being detached from them, and from possible solutions, novel perspectives and ideas
(pp.3335).
AccordingtoBurnes(2004)changeshouldbeperceivedasanunvaryingfeatureof
life of organizations and the capacity for managing it seen as and the ability to manage it
is seen as a principal proficiency in flourishing organizations. Nevertheless, significant
variations exist in how change is understood: whether it is incremental, continuous or
intermittent, whether it is a process, which is emergent or one which can be directed
downwards from the top cadres (p.309). This position is attracts various contestations,
but is otherwise quite truthful (Stickland, 1998). Managers should undoubtedly
appreciate the precedent precursors and milieu concerning to management and
organizations, in order to effortlessly present to the organization a pragmatic heritage,
and be amply equipped to prevent the redoing of the past slipups (Griffin, 1993, pp.27
42). In current times, it is ever more demanding to break down management into its
essential categories that are purposeful. Abundant management processes regarding
change nowadays demand multiple categories and consequently one is influenced to
makeoutmanagementwithrespecttodiverseprocesses,objectsinadditiontotasks.

PartII

Considering the difficulties of breaking down management into its essential

categories nowadays, it is even more difficult managing change in procedural work

involving sensitive value chains, which are sector specific. In developing countries where
the strive for grants, donations, and other forms of financial gain, management and
organizational change needs are less appreciated and undervalued, while the focus is put
on financial benefit. However, the need for keeping up with such change is irreversible
regardlessofthesituationandthecontext.
As an illustrative example The Swiss Development Cooperation Agency in
cooperation with the US Department for International Development have developed a
methodology called Making Markets Work for the Poor (abbreviated as M4P). This
methodology is based on analyzing and understanding different aspects of markets
related to how they function in the environment, the definition ofintervention strategies
in order to achieve changes, make markets more functional, and also ensure longer
sustainability. Such methodology has been used for the past ten years in Kosovos
agriculture sector by the aforementioned organizations that distribute their work to local
Kosovar entities, which in turn implement projects with the intention of alleviating

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poverty and helping grow the Kosovar agriculture sector. The methodology has been
successful in many areas of Eastern Europe and it is intended to practitioners on value
chaindevelopmentproblemsespeciallyrelatedtovaluechainmanagementandaswellas
understanding.
Extensive literature in managing change in developing countries offer
fundamental approaches in varying issues depending on the dynamic and the nature of
the management. But however, most particular roles are given to governments, and
economic strategists of the countries, not to multinational organizations, or brand
owners. While the problems in the developing or even in undeveloped countries remains
in global sourcing, exporting, finance, corruption, and in many cases market failure as
well, many sectors are trying to privately impact specific businesses. In the case of
Kosovo to agriculture value chain actors such as retailers, wholesalers, input dealers,
producers,processors,managementrapidorconstantchangesmaynotbeofsignificance,
but to project implementers within organizational contexts amidst economic problems, it
is a drastic change when shifting methodologies. Event though the overall project
objectives, goals, and aims remains the same; the changes in methodology are seen as an
obstacle to project facilitators, especially to the facilitators who have been working with
adifferentmethodologyforthepasttenyears.

The Swiss Development Cooperation Agency and the Danish Ministry of Foreign

Affairs have been financing the programme called Horticulture Promotion in Kosovo
wheretheM4Papproachhasbeenusedforthepast10years.Theprogrammehasadded
a new component to the Horticulture Promotion in Kosovo Project where a local entity
(Riinvest Institute) has been selected to implement the two remaining years of the
project.ThenewentitywastoimplementtheprojectnotthroughtheM4Papproach,but
through a new methodology approach referred to as PMCA (Participatory Market Chain
Approach), developed, operated, and handled by Dr.Thomas Bernet. While the
methodology is functional, well appreciated by value chain actors has caused polemics
between the two leading project partners; the first partner being the ten year major
implementer, and the second new partner with the two year assignment. While the
methodologies are essentially compatible, and both serve as tools in generating revenue
andinnovationfortheagriculturesector,severalmanagerialproblemshavearisendueto
changesinapproach.

As an example, even though in theory both methodologies serve one objective

and purpose, in reality, compared to the M4P approach, the PMCA approach appears to
be more innovation driven and value chain actors have more flexibility in hand with

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regards to decision making, while the project implementers serve as market facilitators.
Whereas the M4P approach the leading role remains to the implementer and market
facilitatorwhiletheactorshaveatendencytofollowwhattheimplementeradvices.

Considering that both partners and both methodologies value innovation as a key

concept,thedifferencestandsontheactualmethodofimplementation.WhilethePMCA
approach focuses on thematic group meetings with value chain actors where decision
making is done in full cooperation with agribusinesses, the M4P approach introduces
innovations and invites participants (agribusinesses) to participate in the project partner
initiatives. Through the PMCA approach, in evaluating the need for innovation, the
secondprojectpartnerinfullcooperationwiththevaluechainactorshavehadnumerous
thematic group meetings and business to business discussions, and have developed two
original Kosovo brands; one regional brand covering a specific Kosovo wine producing
area, and one umbrella brand of Kosovo Fruits (further explained in the next pages).
Both brands are fully operational in the market now and are getting maximum display on
supermarket shelves, the media, and the public eye, especially considering that this has
been a full innovation for the Kosovar consumer. Such successful parts of the project
programme are celebrated with events where both implementing partners attend.
Howeversuchtheolderpartnerislessappreciativeoftheyoungerpartnerssuccessto
the extent that, sometimes they do not see it necessary to participate on successful
events. Regardless of how less important this aspect is to the overall project goal, it is
damaging to both partner staff considering that it creates a clear division and it is
tenacious towards giving the (joint) value chain actors the impression that the project
partnersarenotunderthesameprogrammeanymore.
Going back to Spender (2004) allegation of rapid change where he portends that
the allegation that present day management is confronted by extraordinary competition,
diversity challenges, economic upheavals and rapid progresses in technology are hinged
on incomplete comprehension of historical developments, the situation of the two
implementing partners is relatable in the sense that rapid progress and basic managerial
techniquesshouldnotallowforturbulenttimesthatcoulddamagethevaluechainsector.
Significant differences in change and rapid change are normal features of processes and
organizations, as Bumes (2004), states, however in the process of the Horticulture
Promotion in Kosovo Programme, the constant rapid change has not happened based on
an emergent process, it was driven from the top down, and both implementing partners
have only been following and implementing their contractual agreements. If such
changes have had been made in emergent processes where involvement of facilitators by

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headquarters would have been requested, the tendencies and chances of less conflict
wouldhavebeenmoreapparent.
Defining innovation in developing countries may differ from developed countries,
simply because, what has already been innovated in a developed country, might be
completely new in a developing country. In the case of Kosovo, regional branding and
productspecificbrandingisarelativelynewterm,whichisbeingimplementedrightnow.
As previously mentioned, via Swiss and Danish funded projects, a local research unit
called Riinvest Institute in Kosovo is implementing a branding project using a different
methodologyreferredtoastheParticipatoryMarketChainApproach(Bernetetal.2006).
The methodology is different from traditional methodologies considering that it
encourages value chain actors to become an inevitable part of the process with decision
making power. The projects goal is to examine market opportunities and implement
these market opportunities using specific tools of research, analysis, and facilitation. So
far, via value chain actor meetings and stakeholder meetings, including here analysis and
research conducted Riinvest Institute; the project has been led towards the creation of
two brands. One of the brands is related to the quality of fresh and processed fruits
encompassing the whole territory of Kosovo, and the second brand is a regional brand
orientedtowardsgrapes,wine,andrakispecifictoonewellknownregionwithinKosovo.
Examining the current challenges in marketing and facilitation practices in
relations to theory and practice in management as well as marketing, it is inevitable to
correlate the diffusion of innovations theory to brand longevity, and examine the fact
that brand ownership instilled by the Participatory Market Chain Approach methodology
in Kosovo, is a crucial part of brand success. Such a combination contributes to positive
marketing to the society, as it generates more sales at slightly higher prices by offering
qualitative products to the market, triggering an increase in investment and in quantity
produced. As a developing country, often referred to as a third world country, buyers
have been bombarded with different products from all over the world, imported to
Kosovo without much examination and control. The lack of domestic brands was evident,
but associations and firms were far from creating such a brand, considering that the
producers, who are separated in ridiculously small parcels as farms, lacked quantity with
which they would supply supermarkets across the country. The lack of quantity also
contributes to the lack of product packaging, and the lack of communication of real
product values to the market. Such initiation and success risks to be undervalued by
project partners who have been using a different methodology so far and , while Watson
(2001) contends that management is pretty simple, rapid management change and

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project shifts may hinder the success in market facilitation, simply because of the lack of
understandingofchangeintheoryandpractice.
Using the Diffusion of Innovations Theory (Rogers, 1962), the process of
communicating this innovation will have to go through special channels over a period of
time in order to reach the actors and the public. Correlating the Diffusion of Innovations
Theory to brand longevity will ensure that the brand is fully integrated in the users and
the social system. Proper integration of the brand under a proper brand owner will
ensurethatthebrandedproductsaresoldsuccessfullytothededicatedmarketsensuring
that all parts of the value chain are better off prior to the exchange thus contributing to
positive marketing to the society. Such integration of the brands will allow for an
objectivist approach of understanding the way organizational change is managed (Burrell
and Morgan, 1979), and is less related to constructivist tradition where interventions are
usedbymanagers,orinthiscasebyfacilitatorsofthespecificprojects.
Adapting to the current framework and perspective of the project, with change
management problems arising from staff and top down management, whilst trying not to
damage the value chain by the shift in methodologies, Alvesson and Deetz (2000) should
be considered for introducing the variable of power in assymetrical relations. In this
case it is worth mentioning and acknowledging that the real power holding the two
introducedbrandsintactisthemarketdemand.Averyimportantaspecttoconsiderhere
as well is Lewins there is nothing so practical as a good theory to this extent that the
M4P and PMCA are both good theories, however the ifs of the unforeseen applied
problems are tenacious towards downgrading already produced work. Rapid, constant,
and managerial change to implementing organizations, project partners, and value chain
actors, have a very high impact to brand longevity and the integration of the brands to
socialsystemsresultinpositivemarketingforthesocietyandforfirmsoperatinginthose
developing country markets. It should be acknowledged that developing and integrating
brands to a society of a developing country, contributes to the society at large, and to
the marketer; in this case satisfying needs of value chain actors, citizens (market), and
stakeholdersofthefoodindustry.
While the introduction of regional brands in Kosovo is an innovation and is
currently being done in joint efforts with the value chain actors via the participatory
market chain approach, there are also worries of brand longevity and continuation once
the project faces the end, and brand owners are left on managing the brands on their
own. Going through important branding literature with the key search terms of brand
longevity, brand sustainability, etc., one of the most important authors of branding

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D.Aaker appears on many citations and many books, through readings regarding modern
brand introductions in developing countries, the theory of the Diffusion of Innovations
appeared. Considering the four key elements in diffusion research (Rogers, 1962),
innovation, communication channels, time, and the social system and combined by the
type of decision making referred to as Collective Innovation Decision making, will make
thebrandssuccessfullonglastingandprofitable.
IntheDiffusionofInnovationsTheory(Rogers,1962),therearemultipledecision
making procedures worth examining and considering their compatibility with the PMCA
methodology approach. Optional innovationdecision making is the type of decision
making where one individual makes the decision. This type of decisionmaking is allowed
in the diffusion of innovations theory but it is not compatible with the Participatory
Market Chain Approach especially because the core concept of the PMCA is joint
thematic group meetings and B2B meetings that do not favor one persons individual
authority. Another type of decision making is the Authority InnovationDecision Making
whereagainitisthetypeofdecisionsmadebyfewindividualsinpositionwithinfluential
power; where again it is not compatible with the PMCA methodology considering that it
does not involve the whole collective involvement and approach. The last type of
decisionmakinghoweveristhecollectiveinnovationdecisionmakingby all individuals of
a social system; fully compatible with PMCA and with the initial brand setup where each
brand is owned by appropriate association groups represented by a well registered brand
standard and trademark. If we think of the social system as the value chain actors and
the facilitators of the project implementers it is viewed as a defined set of units which
work towards achieving a goal, in this case the goal being brand launching and revenue
creation for the agriculture sector of Kosovo. Innovation as defined by Rogers is an idea
considered new by individuals or by a specific unit however new or old the innovation
might be to the developed world, in the case of Kosovo, authentic Kosovo commodity
branding is an innovation to the Kosovar market, considering that no such brands have
ever existed before. In common popular domestic knowledge in the Balkan region,
Kosovo has always been known for its natural fruits and wine producing vineyards,
however this was never branded nor well communicated in the scope of time via a
thorough innovative decision making process with a stable rate of adoption by the
membersofthesociety.
The brand is now at the initial stage of penetrating the market successfully, and
the focus is towards the longevity of the brand and the enrichment of the brand as such.
AccordingtotheSwissOrganicInstituteFiBLsworkdoneinAlbaniaregardingcommodity

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branding, the importance of strong standards related to quality, and quality control are a
key issue in brand longevity. However that as well as a multistep procedure where the
importance of communication channels over time and the social scale are determinants
of the brand users and brand longevity. The adoption process in the case of regional
branding of Kosovar commodity domestic products should not be hindered by managerial
methodological aforementioned changes that affect Horticulture Promotion in Kosovo
Programme partners and stakeholders, and should have a clear focus on the goal and
project aim which is to concentrate on the value chain actors directly, on their success,
employment creation, and revenue. The central issue and management practice and
theory in this paper concentrated in three main areas: overall managerial change, the
differencebetweenpracticeandtheory,andapplicationofchangetoanongoingprocess.
The present contemporary problems are inevitable as the business as well as donation
driven sectors are facing ups and downs and are always heading towards constant
change;bethatimprovementordowngrading.
Considering the contemporary issues currently facing branding as well combined
with the issues faced in management practice and theory, when dealing with projects
that need to cross over both types of challenges and issues, it is important to focus on
the end user and on the final objective of the project. Regional commodity branding,
when faced with rapid change in a developing country context should go through specific
point of development and introduction to the market, especially through a methodology
knowntothemarketfacilitators whosemainfocusshouldnotbetowardshinderingthe
satisfactionoftheenduser.

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