Journal of Resilient Economies (ISSN: 2653-1917) https://journals.jcu.edu.au/jre <p>What does it take to build a resilient economy? From natural disasters to pandemics, economies and the associated businesses, industries, occupations, and communities can be vulnerable to a range of external risks. The Journal of Resilient Economies (JRE), is a Platinum Open Access journal, with a multidisciplinary focus to further advance the important concept of resilience. JRE does not charge either the readers or the authors. This ensures all accepted articles will be immediately and permanently available to readers free of charge.</p> <p><strong>Who funds this Journal?</strong></p> <p>Publication infrastructure and maintenance of JRE is fully supported by <a href="https://libguides.jcu.edu.au/openaccess/OJS">James Cook University Open Journal Systems (OJS)</a>, driven by the belief that knowledge has the power to change lives, and that research outputs should be freely accessible online, without barriers. Read the complete version of JCU Open Access Policy and related documents <a href="https://libguides.jcu.edu.au/openaccess/open-access-policy">here</a>.</p> James Cook University en-US Journal of Resilient Economies (ISSN: 2653-1917) 2653-1917 <ol> <li><strong><em>Creative Commons Attribution (CC BY)</em></strong>: lets others distribute and copy the article, to create extracts, abstracts, and other revised versions, adaptations or derivative works of or from an article (such as a translation), to include in a collective work (such as an anthology), to text or data mine the article, even for commercial purposes, as long as they credit the author(s), do not represent the author as endorsing their adaptation of the article, and do not modify the article in such a way as to damage the author's honour or reputation.</li> <li><strong><em>Creative Commons Attribution-NonCommercial-NoDerivs (CC BY-NC-ND)</em></strong>: for non-commercial purposes, lets others distribute and copy the article, and to include in a collective work (such as an anthology), as long as they credit the author(s) and provide they do not alter or modify the article.</li> </ol> Cultural positioning and strategic resilience https://journals.jcu.edu.au/jre/article/view/3811 <p>The international corridor located on the US-Mexico border is recognized as a highly resilient community existing within the fast-emerging economy. This community comprises a cultural integration of American and Latinx cultures, which is evident within business and consumer practices. Accordingly, business and branding strategy is culturally oriented and culturally expressive. This paper presents two business cases that illustrate how cultural positioning is achieved with local brands that expand beyond the local context to the mainstream market. The two cases presented in this paper are Topo Chico and Laredo Taco. Each of these cases began within a cultural niche with recognized potential that translated to the mainstream American market, demonstrating strategic resilience along the way. The Topo Chico case shows perseverance in a bottle and the Laredo Taco case shows resilience combined as authenticity and innovation. The implications of the cases presented to demonstrate the value of a strong cultural positioning, strategic alliances, and a view to the longer term and farther horizon.</p> <p> </p> Sharon Schembri Copyright (c) 2021 Sharon Schembri https://creativecommons.org/licenses/by-nd/4.0 2021-07-31 2021-07-31 1 1 10.25120/jre.1.1.2021.3811 Does Health Anxiety Influences Brand Engagement? https://journals.jcu.edu.au/jre/article/view/3816 <p class="Abstract" style="text-align: justify;"><sup><span lang="EN-GB" style="line-height: 150%;">COVID-19 pandemic delivers unprecedented impacts on human life. This study aims to investigate the effect of mortality threat on attitude and intention to buy healthcare brands during the pandemic. Grounded on Terror Management Theory, the current study assumes that ones' attitude and intention to buy a premium healthcare brand will increase when reminded of their death. This study deploys an experimental approach in Indonesia involving two groups of participants: high and low mortality saliences. The former group receives scenarios about the accident and natural disaster news followed by death tolls, while the latter receives similar news without human casualties. Subsequently, the participants are asked to view a premium healthcare brand advertisement and answer questions on attitude and intention to purchase the brand. The study finds a significant difference between the high-mortality-salience group and the low-level one in their responses to premium healthcare brands. Furthermore, the low-level group shows their increasing attitude and intention to buy economical brands. These indicate health anxiety influences healthcare-brand engagement in general, yet the response is different between the high and low mortality-salience groups.</span></sup><em> </em></p> Farida Indriani I Made Sukresna Cahyaningratri Copyright (c) 2021 Farida Indriani, I Made Sukresna, Cahyaningratri https://creativecommons.org/licenses/by-nd/4.0 2021-07-31 2021-07-31 1 1 10.25120/jre.1.1.2021.3816 The Role of Servant Leadership and Resilience in Predicting Work Engagement https://journals.jcu.edu.au/jre/article/view/3821 <p>Improving work engagement among Indonesian banking employees become crucial in today’s economic situation due to the pandemic. This study aimed to examine the predicting effect of individual workplace resilience and perceived supervisor’s servant leadership on work engagement. This research used quantitative cross-sectional approach. Research data were collected using the snowball sampling method that was implemented in an online survey that targeted 87 employees of various banks in Indonesia. The measures used in this study were the 9-item Utrecht Work Engagement Scale, 6-item short form Servant Leadership Behaviour Scale, and 21-item Resilience at Work Scale. Multiple linier regression analysis showed that servant leadership and resilience simultaneously had a significant influence on bank employees’ work engagement (F = 14.762; p&lt;0.005) with contribution of 26% (R<sup>2</sup> = 0.260). When given separately, resilience contributed 8.9% (R<sup>2</sup> = 0.089) whereas servant leadership contributed 25.8% (R<sup>2</sup> = 0.258) to work engagement. This study concluded that supervisor’s servant leadership is an important factor to complement employees’ resilience in gaining work engagement.</p> Endro Puspo Wiroko Copyright (c) 2021 Endro Puspo Wiroko https://creativecommons.org/licenses/by-nd/4.0 2021-07-31 2021-07-31 1 1 10.25120/jre.1.1.2021.3821 Degrowth and Full Employment https://journals.jcu.edu.au/jre/article/view/3831 <p>This paper advocates for the use of techniques of optimal planning that were developed by Soviet mathematicians. It argues that these techniques, based as they are on the labour theory of value, are compatible with: (a) the efforts of Modern Monetary Theorists to achieve full employment through a return to active fiscal policy (with the GDP gap serving as an estimate of the level of additional aggregate demand required to this end); (b) national income accounting procedures taken up by the United Nations; (c) the work of industrial ecologists who use input-output techniques to support and inform their analysis of waste, pollution, and the unsustainable use of renewable and non-renewable resources. It argues that, with slight modification, the techniques originally developed by Kantorovich and Novozhilov could be applied to the construction of metrics that account for the ‘short-changing’ of nature. For example, they could incorporate estimates of the labour time required to prevent unsustainable exploitation of renewable resources (including through higher levels of recycling and restocking), the use of non-renewable resources at rates exceeding the time required to produce substitutes, and the time required for adequate remediation and restoration of polluted resources (including investment in new transport and power generation systems).</p> James Juniper Copyright (c) 2021 James Juniper https://creativecommons.org/licenses/by-nd/4.0 2021-07-31 2021-07-31 1 1 10.25120/jre.1.1.2021.3831