EXTERNAL RELATIONSHIPS AND INTERPRETATIONS

2018 ◽  
pp. 100-150
Keyword(s):  
External Relationships

Food museums as cultural institutions and tourist attractions: Evidence from Italy

2020 ◽  
Author(s):  
Roberta Garibaldi ◽  
Andrea Pozzi
Keyword(s):  
Private Companies ◽  
Tourist Attractions ◽  
Local Stakeholders ◽  
Cooking Shows ◽  
International Audience ◽  
External Relationships ◽  
Museum Experience ◽  
Public Museums ◽  
Modes Of Engagement ◽  
Heritage Interpretation

In recent years, food museums have turned into popular attractions for tourists. Scholars and practitioners have emphasized their role as agents of preservation, education and cultural heritage interpretation, but devoted little attention to tourism related issues. To fill the gap, this paper investigates Italian food museums in order to assess their characteristics, tasks, audience and modes of engagement. Findings suggest that community engagement is an important task along with safeguarding and promoting food heritage. Creating or improving external relationships is crucial for public museums to get recognized for their role and value. For museums operated by private companies, engaging with local stakeholders and residents serves not just a branding purpose, but also in awakening their interest in past and present issues concerning the product (nutrition, safety, taste, cultural and social values). The majority of Italian food museums mainly appeal to domestic travelers, which indicates the potential to reach a larger, international audience. Visibility and language issues remain crucial to reach international tourists but reframing the museum experience is also essential to meet new visitors’ needs. Exploiting traditional exhibitions of food-related objects with multimedia technology and practical activities such as classes, workshops, cooking shows can help in engaging the audiences.

The role of DMOs in tourism stakeholders systems. An empirical research in Italian context

2011 ◽  
pp. 105-125
Author(s):  
Luigi Cantone ◽  
Marcello Risitano
Keyword(s):  
Empirical Research ◽  
Business Models ◽  
Tourism Industry ◽  
Marketing Strategies ◽  
Destination Branding ◽  
Empirical Survey ◽  
Branding Strategies ◽  
External Relationships ◽  
Italian Context

Tourist destination (TD) is considered the most important unit of analysis in tourism industry and the amalgam of tourism products, which offers an integrated travel experience for the customer. In this paper is analyzed the role of Destination Marketing Organizations (DMOs), the key player in the tourism stakeholders systems which manage collaborative marketing strategies. Particularly, are recognized the destination branding strategies defined by DMOs, one of the most important organizational solution to manage internal and external relationships in tourism stakeholders systems. The theoretical assumptions of the paper are supported by an empirical research which analyzes, comparatively, the Italian DMOs of eight regional contexts. The goals of the empirical survey have been the following: a. to identify the main tourism players of regional stakeholders systems, deepening the nature and the intensity of marketing relationships in these networks; b. to define the main characteristics of the regional DMOs in Italy, in terms of business models and collective marketing strategies planned in the own networks; c. to categorize the destination branding strategies defined by DMOs in regional tourism stakeholders systems, valuating the main brand decisions carried out in these contexts.

Unveiling the growth process: entrepreneurial growth and the use of external resources

2014 ◽  
Vol 20 (1) ◽  
pp. 20-41 ◽  
Author(s):  
Andrea Furlan ◽  
Roberto Grandinetti ◽  
Adriano Paggiaro
Keyword(s):  
Firm Growth ◽  
High Growth ◽  
Sustainable Growth ◽  
Equation Modeling ◽  
Business Research ◽  
Content Type ◽  
External Resources ◽  
External Relationships ◽  
Entrepreneurial Growth ◽  
Over Time

Purpose – Business research and entrepreneurship literature typically examines external resources as input or output of entrepreneurial (or high) growth. The purpose of this paper is to combine these two perspectives in describing and modeling high growth. Design/methodology/approach – The study tests the hypotheses on a sample of medium-sized, established manufacturing firms using structural equation modeling. Findings – Results provide original contributions to the business research on firm growth and entrepreneurship. They are consistent with studies advocating the importance of adopting a process perspective when studying business growth to probe the causal mechanisms behind growth. Research limitations/implications – Being quantitative, this study does not address the dynamic interdependencies between proprietary and hybrid growth. However, the literature on entrepreneurship would benefit from qualitative studies that explore how successful and sustainable growth processes combine the two modes of growth. Originality/value – Findings partially discard the input and output approach in favor of a vision of entrepreneurial growth as a process that unfolds over time with the development of external relationships. Only the process of collaboration, a core competence of entrepreneurial firms, reduces information asymmetries and agency problems, thus turning the corresponding inter-organizational relationships into formidable feeders of firm growth. Entrepreneurial growth is in fact a process that needs external relationships in order to flourish over time.

scholarly journals Influence of selected strategic variables on the development of the intellectual capital of an enterprise

Management ◽  
2014 ◽  
Vol 18 (1) ◽  
pp. 199-212 ◽  
Author(s):  
Rafał Prusak
Keyword(s):  
Intellectual Capital ◽  
The State ◽  
Business Activity ◽  
Organization And Management ◽  
Enterprise Organization ◽  
Building Market ◽  
External Relationships ◽  
Made In

AbstractIntellectual capital is an important issue of currently undertaken studies in the field of enterprise organization and management.. The introduction of this concept has undoubtedly opened up new prospects for enterprises to perceive their business activity and building market advantages. At the same time, however, it has given rise to many new problems associated with the hard-todetermine nature of intellectual capital and its internal and external relationships and dependencies. An attempt has been made in the article to analyze problems related to the dissemination of the concept of intellectual capital, and its practical use, and to assess the state of the intellectual capital components in the surveyed entities.

Asset Owners, Investment Management, and Commitment: An Organizational Framework

2019 ◽  
Keyword(s):  
Management Practices ◽  
Performance Metrics ◽  
Investment Strategy ◽  
Management Problem ◽  
Investment Management ◽  
Investment Performance ◽  
Principal Agent Problem ◽  
External Relationships ◽  
Asset Managers

This article focuses on asset owners, such as pension funds, and their models of investment management and describes the choice between insourcing, outsourcing, and re-intermediation. Drawing on the principal-agent problem and emphasizing the challenges facing asset owners when attempting to realize value from asset managers, the authors identify the dimensions of the management “problem.” Implications are drawn for the management practices of asset owners and the implementation of investment strategy combining in-house capabilities with external relationships. The authors also identify a set of metrics of performance that is consistent with superior long-term investment performance metrics to a range of asset owners, large and small.

Non-Urban Societies of the Crimea and Their Response to Changes in the External World

2020 ◽  
Vol 26 (1) ◽  
pp. 26-82
Author(s):  
Valentina I. Mordvintseva
Keyword(s):  
Comparative Analysis ◽  
Material Culture ◽  
External World ◽  
Time Span ◽  
The Political ◽  
Political Sphere ◽  
Social Elites ◽  
The Crimea ◽  
Long Time ◽  
External Relationships

Abstract The paper presents a comparative analysis of burial assemblages of ‘barbarian’ élites located on the territory of the Crimea between Chersonesos Taurica and the Bosporan kingdom dating from the 3rd century BC to the mid-3rd century AD. The main goal of the research is to define indications of self-identities of the Crimean non-urban societies represented by their élites and to outline their networking inside and outside the peninsula as well as their changes during four chronological periods. The research is based on the precondition that networking in the political sphere is closely connected to the exchange of symbols of power and status. In material culture, such symbols might be represented by the so-called ‘prestige objects’. Changes in the assortment of these items observed over a long time-span are helping to visualize the development of internal and external relationships of social élites.

The Fifth Perspective

2010 ◽  
pp. 2378-2388
Author(s):  
Preeti Goyal ◽  
Bhimaraya A. Metri
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
Balanced Scorecard ◽  
Business Process Outsourcing ◽  
Organizational Boundaries ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Measurement Framework ◽  
External Relationships ◽  
New Perspective

Today, alliances, collaborations, and networks are synonymous with strategy. Business process outsourcing (BPO) is one such type of alliance. With increasing reliance on outsourcing, the organizational boundaries are blurring. The implications for the client organization can be tremendous, as it now relies on an outside organization to fulfill its operational objectives. Currently, there is no single framework that can effectively measure performance for BPO arrangements. In its present form, the balanced scorecard (BSC) only addresses the performance measurement needs of a single enterprise and any perspective on any external relationships is completely missing. The traditional BSC does not suffice as a performance measurement framework for BPO. While both the client and the vendor can use a BSC for their respective organizations, the strategic objectives of the organizations may not be met. In this article the authors propose a new perspective as an extension to the BSC, namely, the goals alignment perspective. Goals alignment of the two organizations will enable creation of performance measures that will help participating organizations to achieve their respective goals.

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