Marketing tourists gazing into the tourism domain

2015 ◽  
Vol 9 (4) ◽  
pp. 417-422 ◽  
Author(s):  
Roger Marshall ◽  
Rouxelle De Villiers
Keyword(s):  
Alternative Model ◽  
Large Scale ◽  
Theory Development ◽  
Major Change ◽  
Story Telling ◽  
Content Type ◽  
New Model ◽  
Time Traveler ◽  
Academic Marketing ◽  
Practical Implications

Purpose – Urry’s model of Tourism Gaze as described by Woodside is problematic, in that tourist participant observers change the phenomenon they observe. The purpose of this study is to present an alternative model that better represents the dialectic between tourists and the destination culture. Design/methodology/approach – A story-telling technique, based upon personal experience and introspection that matches the story told by Woodside, is used to illustrate the theory development and formulate an alternative model. Findings – A new model is proposed that acknowledges that the more a tourist lives their tourism experience and becomes immersed in the destination culture, the greater the affect he/she has upon the destination. The issue of authenticity is discussed in relationship to this new model, as – in a sense – the experience of a one-time traveler is as authentic as those of a long-term stay tourist. Practical implications – The practical implications are both for tourist operators and policymakers. Cultures change, regardless of any tourism activity; but, such activity is a major change-agent, especially so as the emerging Asian countries discover the pleasures of “globe-trotting”. Although the cultural experience of tourists will remain authentic, large-scale tourism projects will inevitably change the culture the tourists sought to experience in the first place. The value of alternate tourism strategies based on the tourist’s impact upon the host culture is becoming increasingly critical. Originality/value – The new model is simple but effective, and is more pragmatic and accurate than the original tourist gaze model of Urry. The introspective, story-telling, methods used are more typical of academic marketing than tourism research, but serve the purpose here well by making the conceptual idea readily available to the reader.

How “The Three Rules” guide strategy and investment decisions at Deloitte Consulting LLP

2015 ◽  
Vol 43 (3) ◽  
pp. 7-14 ◽  
Author(s):  
Jim Moffatt
Keyword(s):  
Design Methodology ◽  
Large Scale ◽  
Investment Decisions ◽  
Decision Makers ◽  
Research Project ◽  
Content Type ◽  
First Case ◽  
Practical Implications ◽  
Thought Leadership

Purpose – This case example looks at how Deloitte Consulting applies the Three Rules synthesized by Michael Raynor and Mumtaz Ahmed based on their large-scale research project that identified patterns in the way exceptional companies think. Design/methodology/approach – The Three Rules concept is a key piece of Deloitte Consulting’s thought leadership program. So how are the three rules helping the organization perform? Now that research has shown how exceptional companies think, CEO Jim Moffatt could address the question, “Does Deloitte think like an exceptional company?” Findings – Deloitte has had success with an approach that promotes a bias towards non-price value over price and revenue over costs. Practical implications – It’s critical that all decision makers in an organization understand how decisions that are consistent with the three rules have contributed to past success as well as how they can apply the rules to difficult challenges they face today. Originality/value – This is the first case study written from a CEO’s perspective that looks at how the Three Rules approach of Michael Raynor and Mumtaz Ahmed can foster a firm’s growth and exceptional performance.

scholarly journals Energizing middle managers’ practice in organizational learning

2018 ◽  
Vol 25 (6) ◽  
pp. 383-398 ◽  
Author(s):  
Jane McKenzie ◽  
Sharon Varney
Keyword(s):  
Organizational Learning ◽  
Middle Managers ◽  
Resource Constraints ◽  
Major Change ◽  
Middle Manager ◽  
Content Type ◽  
Available Energy ◽  
Validated Instrument ◽  
Practical Implications

Purpose This paper aims to consider middle managers’ influence on organizational learning by exploring how they cope with demands and tensions in their role and whether their practice affects available team energy. Design/methodology/approach In total, 43 managers from three large organizations involved in major change assessed their group’s energy using a tested and validated instrument, the OEQ12©. This generated six distinct categories of team energy, from highly productive to corrosive. Thirty-four of these managers, spread across the six categories, completed a Twenty Statements Test and a follow-up interview to explore their cognitive, affective and behavioural responses to coping with resource constraints and tensions in their role. Findings The research provides preliminary insights into what distinguishes a middle manager persona co-ordinating teams with highly productive energy from those managing groups with less available energy to engage with knowledge and learning. It considers why these distinctions may affect collective sensitivities in the organizational learning process. Research limitations/implications Informants were not equally distributed across the six team energy categories; therefore, some middle manager personas are more indicative than others. Practical implications This research suggests areas where middle manager development could potentially improve organizational learning. Originality/value This study offers early empirical evidence that middle managers’ orientation to their role is entangled with the process of energizing their teams in organizational learning during change.

Administration of an organization undergoing change

2018 ◽  
Vol 26 (4) ◽  
pp. 691-708
Author(s):  
Abha Chatterjee ◽  
Sasanka Sekhar Chanda ◽  
Sougata Ray
Keyword(s):  
Transaction Cost Economics ◽  
Major Change ◽  
Change Implementation ◽  
Trial And Error ◽  
Organizational Life ◽  
Content Type ◽  
Inadequate Knowledge ◽  
Error Learning ◽  
Organizational Reality ◽  
Practical Implications

Purpose This paper aims to develop conceptual arguments questioning the efficacy of administration by the transaction cost economics (TCE) approach in an organization undergoing a major change. Design/methodology/approach The focus is on three distinct dimensions of organizational life where, as per prior research, TCE is likely to be inadequate: interdependence across transactions, high reliance on managerial foresight and inseparability of administrative decisions made at different points in time. Findings The climate of coercion and surveillance engendered by administration based on TCE approaches – that punishes deviation from goals, even when they are framed on inadequate knowledge – forestalls creative problem-solving that is necessary to address unforeseen developments that arise during change implementation. Fiat accomplishes within-group compliance in the change project sub-teams, but between-group interdependencies tend to be neglected, hampering organizational effectiveness. Moreover, attempts to create independent spheres of accountability for concurrent fiats regarding pre-existing and new commitments breed inefficiency and wastage. Research limitations/implications The malevolent aspects of TCE-based administration contribute to organizational dysfunctions like escalation of commitment and developing of silos in organizations. Practical implications To succeed in effecting a major organizational change, meaningful relaxation of demands for delivering on prior goals is required, along with forbearance of errors made during trial-and-error learning. Originality/value TCE-based administration is deleterious to an organization attempting a major change. Supremacy accorded to resolution of conflicts in distinct hierarchical relationships by the mechanism of fiat fails to address the needs of an organizational reality where multiple groups are engaged in a set of interdependent activities and where multiple, interdependent organizational imperatives need to be concurrently served.

Facts or gut feelings: analysis of external pricing antecedents for SMEs in Germany

2018 ◽  
Vol 25 (6) ◽  
pp. 886-901
Author(s):  
Lars Hendrik Achterberg ◽  
Maktoba Omar ◽  
Ambisisis Ambituuni ◽  
Oliver Roll
Keyword(s):  
Information Acquisition ◽  
Large Scale ◽  
Positive Impact ◽  
Small And Medium Enterprises ◽  
Theory Development ◽  
Knowledge Generation ◽  
Content Type ◽  
Strategic Pricing ◽  
Gut Feelings ◽  
Medium Enterprises

Purpose The purpose of this paper is to analyse the external antecedents of pricing information acquisition in an integrative manner. The study develops understanding of determinants of information acquisition as a crucial prerequisite of successful pricing strategies within German small and medium enterprises (SMEs). Design/methodology/approach A large scale survey of sampled 2,542 SMEs was conducted. A total of 220 questionnaires were completed, reflecting a response rate of 9 per cent. This was acceptable considering the sensitivity of pricing issues. A final sample of 173 usable questionnaires were obtained. Findings The result indicates that external antecedents of pricing information acquisition practices have a positive impact on SME pricing performance, and pricing performance is positively related to firm performance. Practical implications The study indicates that external antecedents of pricing information acquisition are strategic pricing capabilities, which should receive attention by SME managers. Originality/value This study bridges significant obstacle to knowledge generation and theory development of the important issues of pricing information acquisition in SMEs.

Succeeding in an increasingly Agile world

2018 ◽  
Vol 46 (3) ◽  
pp. 3-9 ◽  
Author(s):  
Steve Denning
Keyword(s):  
Customer Value ◽  
Large Scale ◽  
Management Practices ◽  
Human Beings ◽  
Value Innovation ◽  
Content Type ◽  
Corporate Leaders ◽  
Immense Potential ◽  
Practical Implications ◽  
Management Thinking

Purpose As Agile management thinking spreads to every part and every kind of organization, including their competitors, corporate leaders need to take steps to ensure they get and keep a good seat at the Agile table. Design/methodology/approach The author’s first hand research finds that firms are learning the hard way that software process and value innovation requires a different way of running the organization to be successful. The whole firm has to become nimble, adaptable and able to adjust on the fly to meet the shifting whims of a marketplace driven by dynamic changes in customer value. Findings The Agile way of working is provoking a revolution in business that affects almost everyone. Agile organizations are connecting everyone and everything, everywhere, all the time. They are capable of delivering instant, intimate, frictionless value on a large scale. Practical implications Examples of the new way of running organizations are everywhere apparent. It’s not just the five biggest firms by market capitalization: Amazon, Apple, Facebook, Google and Microsoft. It’s also firms like Airbnb, Etsy, Lyft, Menlo Innovations, Netflix, Saab, Samsung, Spotify, Tesla, Uber and Warby Parker. Social implications A new kind of management was needed to enable this new kind of worker -- a fundamentally different way of running organizations. Agile is economically more productive and a better fit with the new marketplace. And it had immense potential benefit for the human spirit. It could create workplaces that enabled human beings to contribute their full talents on something worthwhile and meaningful – creating value for other human beings. Originality/value Continuing the management practices and structures of the lumbering industrial giants of the 20th Century is no longer a viable option for today’s firms. To survive, let alone thrive, leaders today must recognize that Agile is not something happening in software alone.

International relationships and resilience of New Zealand SME exporters during COVID-19

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Benjamin Fath ◽  
Antje Fiedler ◽  
Noemi Sinkovics ◽  
Rudolf R. Sinkovics ◽  
Bridgette Sullivan-Taylor
Keyword(s):  
New Zealand ◽  
Model Transformation ◽  
Large Scale ◽  
Qualitative Interviews ◽  
Contingency Planning ◽  
Strong Ties ◽  
Content Type ◽  
Relationship Strength ◽  
Managerial Action ◽  
Practical Implications

Purpose This paper aims to empirically investigate how small- and medium-sized enterprise (SMEs) have engaged with international network partners during COVID-19 and how the crisis has changed network relationships and resilience depending on pre-COVID relationship strength and, secondarily, on opportunity outlook in a market. Design/methodology/approach This paper draws on 14 qualitative interviews with managers of New Zealand SMEs from diverse industries and four with industry experts. Rather than generalization, the aim of this exploratory paper is to identify contingency factors, which, under duress, strengthen or break business relationships. Findings Four main patterns emerge from the data, with respect to how SMEs engaged with network partners depending on the nature of their prepandemic relationships and the extent to which their markets had been affected by the pandemic. During crisis, weak ties either break or remain weak, forcing firms to create new, potentially opportunistic, relationships. Strong ties increase resilience, even under a negative outlook, as network partners support each other, including through the development of new ties. Strong ties can also accelerate business model transformation. Research limitations/implications Future large-scale research is needed to test the generalizability of the authors’ findings. Practical implications The findings of this paper indicate lessons for business continuation management and future preparedness for major disruptions. Specific insights may help stimulate managerial action to accelerate contingency planning and policy to support SMEs. Originality/value This paper is an early study on how weak and strong ties influence SME resilience during crisis.

A new model for knowledge management

2015 ◽  
Vol 31 (6) ◽  
pp. 42-44
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Knowledge Economy ◽  
Design Methodology ◽  
Reading Time ◽  
Market Forces ◽  
Content Type ◽  
New Model ◽  
Pertinent Information ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – We are, as we are constantly reminded, in a knowledge economy, and as such are liable to succumb to different market forces and variations than in previous paradigms. However if this is true, there is a central irony to our development of business activities in this area, in that there seems to be somewhat of a vacuum of knowledge about the knowledge economy. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Strategies for sustainable services in academic libraries

2016 ◽  
Vol 37 (6/7) ◽  
pp. 298-307
Author(s):  
Dianne Cmor
Keyword(s):  
Staff Development ◽  
Academic Libraries ◽  
Large Scale ◽  
University Libraries ◽  
Content Type ◽  
Sustainable Services ◽  
Technological University ◽  
Structured Communication ◽  
Practical Implications

Purpose The purpose of this paper is to explore distinctive yet simple strategies for sustainability in academic libraries focussing on structured communication templates for stakeholders, pre-planned daily programming, and regularized, self-sustaining staff development. Design/methodology/approach Case study of unique strategies implemented at Nanyang Technological University Libraries. Findings Each of the three strategies has been successfully launched though they are at various stages of maturity. The first two strategies (structured communication templates and daily programming) have been implemented quite recently, whereas the staff development programme has been running for some time. Findings indicate that sustainability in all of these cases is directly linked to good planning which either minimizes daily, weekly or monthly work, and/or helps to clarify goals and focus action. Practical implications These strategies are feasible, transferable, malleable, and impactful such that other academic libraries with varying staffing structures can adopt and adjust them to their local needs. Originality/value Implementing simple sustainable services and strategies can have real impact and can provide alternatives to large-scale projects that may be too resource intensive for many to undertake on a regular basis.

Assessing residents’ perceptions of urban placemaking prior to hosting a major cultural event

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nicholas Wise ◽  
Jelena Đurkin Badurina ◽  
Marko Perić
Keyword(s):  
Quality Of Life ◽  
Design Methodology ◽  
Large Scale ◽  
Age Groups ◽  
Content Type ◽  
Factors Affecting ◽  
Local Quality ◽  
Practical Implications ◽  
Level Of Agreement

PurposeMore research is needed to consider residents’ perceptions prior to hosting large-scale events. This paper contributes new insight on residents’ perceptions of placemaking analysed by considering awareness, enthusiasm and participation prior to hosting a large-scale event. Placemaking is becoming increasingly important and this insight can help planners understand how locals perceive change and event planning preparations.Design/methodology/approach454 residents of Rijeka, Croatia completed a survey (seven-point Likert scale) of 17 placemaking principles, asked in three ways: (1) how you feel; (2) how you believe people near you feel and (3) if you feel that planning/preparing for ECoC 2020 has made a difference. The data analysis considers socio-demographics and the significance of awareness, enthusiasm and participation as factors affecting residents’ perceptions of placemaking.FindingsThe study found respondents originally from Rijeka expressed statistically significant higher level of agreement. Where statistically significant differences exist, female respondents expressed statistically significant higher levels of agreement. For six statements, the distribution of results was not similar for all age groups. Awareness and enthusiasm seems to influence placemaking principles to a greater extent than participation in this study, but all have proven to have statistically significant positive impacts on the placemaking principles assessed.Practical implicationsPlanners need to focus on effective promotional activities aimed at awareness and enhance enthusiasm to help increase perceptions of placemaking and increase local quality of life.Originality/valueexplores perceptions of “self” and “how others feel” by assessing principles of placemaking associated with the case of Rijeka. This allows researchers to explore understandings of how people perceive the attitudes of their fellow residents.

Exploring positively- versus negatively-valenced brand engagement: a conceptual model

2014 ◽  
Vol 23 (1) ◽  
pp. 62-74 ◽  
Author(s):  
Linda D. Hollebeek ◽  
Tom Chen
Keyword(s):  
Conceptual Model ◽  
Large Scale ◽  
Future Research ◽  
Managerial Decision ◽  
Content Type ◽  
Brand Engagement ◽  
Proposed Model ◽  
Academic Marketing ◽  
Quantitative Analyses ◽  
Antecedents And Consequences

Purpose – After gaining traction in business practice the “brand engagement” (BE) concept has transpired in the academic marketing/branding literature. BE has been defined as the level of a consumer's “cognitive, emotional and behavioral investment in specific brand interactions”. Although pioneering research provides exploratory insights, the majority of literature to-date addresses consumers' specific positively-valenced BE; thus largely overlooking potential negatively-valenced manifestations of this emerging concept and their ensuing implications. The purpose of this paper is to propose a novel BE conceptualization that extends to cover focal negatively-valenced, in addition to positively-valenced BE expressions, thus providing a more comprehensive theoretical model of BE. Specifically, while positively-valenced BE addresses consumers' favorable/affirmative cognitive, emotional and behavioral brand-related dynamics during focal brand interactions (e.g. brand-usage); negatively-valenced BE, by contrast, is exhibited through consumers' unfavorable brand-related thoughts, feelings, and behaviors during brand interactions. Design/methodology/approach – Drawing on netnographic methodology, the authors develop a conceptual model addressing the key characteristics of consumers' positively-/negatively-valenced BE, and derive a set of key BE triggers and consequences. Findings – Based on their analyses the authors develop a conceptual model, which addresses consumers' positively/negatively valenced BE, and key antecedents and consequences. Research limitations/implications – Future research is required, which tests and validates the proposed model for specific categories and brands using large-scale, quantitative analyses. Practical implications – Generating enhanced managerial understanding of positively/negatively valenced BE, this research contributes to guiding managerial decision making regarding the management of specific brands. Originality/value – By proposing a conceptual model incorporating positively-/negatively-valenced BE, this paper extends current insights in the branding/marketing literatures, thus contributing to managers and scholars.

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