10. Leading Change and Strategic Renewal

2021 ◽  
pp. 239-260
2004 ◽  
Vol 49 (5) ◽  
pp. 523-526
Author(s):  
Cynthia T. Matthew
Keyword(s):  

2009 ◽  
Vol 20 (2) ◽  
pp. 281-293 ◽  
Author(s):  
Rajshree Agarwal ◽  
Constance E. Helfat
Keyword(s):  

2021 ◽  
Vol 13 (15) ◽  
pp. 8246
Author(s):  
Marta Gemma Nel-lo Andreu ◽  
Alba Font-Barnet ◽  
Marc Espasa Roca

Following a long history of using various strategies and policies for diversification and seasonal adjustment in the face of the challenges of achieving economic, social, and environmental sustainability, sun and beach destinations should also consider targeting the wellness tourism market as a post pandemic opportunity and long-term solution. Salou is a mature sun and beach destination in the Mediterranean, but one which, for some time, has had an increasing commitment to family and sports tourism as a result of a strategic renewal process. Now, with the impact of the coronavirus pandemic, the destination management organization is considering the evolution of the model, the internalization of sustainability as a fundamental value, and the impact of different markets. In this study, we examined the challenges the Salou Tourist Board has faced during the development of a post pandemic model for sustainable tourism and what strategies it has adopted in response. We also considered the opportunities and competitive advantages that Salou has in the field of wellness tourism. The results obtained should encourage the continuation of work that promotes the environmental axis of sustainability and adds value to the natural resources on which it depends, including the sea and the landscape, while maintaining the environmental quality of the resources.


2021 ◽  
Vol 65 ◽  
pp. 101540
Author(s):  
Lilla Hortovanyi ◽  
Roland Zs Szabo ◽  
Peter Fuzes

Author(s):  
Kevin Connolly ◽  
Laura Wolfgram ◽  
Judis Santos
Keyword(s):  

2019 ◽  
Vol 58 (2) ◽  
pp. 376-392 ◽  
Author(s):  
Hassan Ahmed Shah ◽  
Muhammad Yasir ◽  
Abdul Majid ◽  
Muhammad Yasir ◽  
Asad Javed

Purpose The purpose of this paper is to explore the ways in which strategic orientation (SO) and strategic renewal (SR) could create the possibility for improving strategic performance (SP). The indirect effect of SO was also tested in this study. Furthermore, by using the moderated mediation model, the authors also investigated the moderating role of organizational ambidexterity (OA). Design/methodology/approach The results of this cross-sectional study are based on a survey conducted on 1,430 owner/managers of SMEs. To analyze the relationship among variables, this study used descriptive, correlation and hierarchical multiple regression approach. Findings Results revealed that SO positively affects SR and SP in SMEs. Furthermore, the mediating role of SR between the relationships of SO and SP was also confirmed. Moreover, OA strengthens the connection between SO, SR and SP. Practical implications The current study provides new insights for strategic planning and management by focusing on SO along with its different dimensions. Therefore, it provides new guidelines and a roadmap that would be helpful in achieving the objectives of SP. Originality/value The study makes significant contributions to the extant literature by adding new knowledge about the positive impact of SO on SP. Moreover, with the analysis of mediating role of SR in this relationship, the study has made significant addition to the existing literature on SP. Furthermore, moderated mediation model adds value to the existing body of knowledge.


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