Progress in information technology and tourism management: 20 years on and 10 years after the Internet—The state of eTourism research

This paper reviews the published articles on eTourism in the past 20 years. Using a wide variety of sources, mainly in the tourism literature, this paper comprehensively reviews and analyzes prior studies in the context of Internet applications to Tourism. The paper also projects future developments in eTourism and demonstrates critical changes that will influence the tourism industry structure. A major contribution of this paper is its overview of the research and development efforts that have been endeavoured in the field, and the challenges that tourism researchers are, and will be, facing

A Conceptual Framework of Reverse Logistics Impact on Firm Performance

This study aims to examine the reverse logistics factors that impact upon firm performance. We review reverse logistics factors under three research streams: (a) resource-based view of the firm, including: Firm strategy, Operations management, and Customer loyalty (b) relational theory, including: Supply chain efficiency, Supply chain collaboration, and institutional theory, including: Government support and Cultural alignment. We measured firm performance with 5 measures: profitability, cost, innovativeness, perceived competitive advantage, and perceived customer satisfaction. We discuss implications for research, policy and practice

SUPPLY CHAIN INTEGRATION IN THE FOOD AND CONSUMER GOODS INDUSTRIES

The interorganizational structures necessary to implement and achieve the logistical performance improvements identified in the Efficient Consumer Response (ECR) initiative and related supply chain management concepts are difficult to develop. Firms continue to struggle to implement integrated programs and techniques, particularly with respect to changing operating structures, relationships, and mindsets to facilitate true supply chain integration. This research explores the logistical strategies and structures used by selected food and consumer goods firms to integrate their supply chains. It illustrates effective integration strategies and identifies critical success factors and barriers to successful ECR implementation. A framework is used to guide managers in developing the competencies essential to integrating the supply chain and to establishing the relationships necessary to operate in an ECR environment. The framework, entitled Supply Chain 2000, depicts supply chain value creation as achieving synchronization and coordination across four critical supply chain flows: product/service; market accommodation; information; and cash.Industrial Organization,

Fisheries and Aquaculture and Their Potential Roles in Development: An Assessment of the Current Evidence

Commissioned by the International Sustainability Unity, this report investigates a number of innovative solutions that have been developed to deal with five key challenges that are impeding progress in achieving sustainable fisheries: overcapacity; perverse subsidies; poor governance; lack of data; and by-catch and discards. These key challenges are interlinked and affect the sustainability of fisheries both directly as well as indirectly by undermining instances of good management. Through 22 case studies demonstrating good practice, we explore how these challenges have been addressed around the world and how these approaches might be scaled up and applied in other fisheries. Each case study draws on published material and interviews with key people involved in the fishery. The main report draws lessons from these case studies

Exploring the Use and Benefits of Web 2.0 for Supply Chain Management

In today’s dynamic environment, managing supply chain processes has been challenging. Various information and communication technologies (ICT) have been adopted for supply chain management (SCM) in the last few decades. The adoption of technologies for SCM, nevertheless, has been difficult and complex because different parties are involved. Recently, with the emergence and popularity of web 2.0 as social technology, innovative companies have started to explore and adopt web 2.0 as an alternative method for supply chain integration. Web 2.0 has many features that are useful for dynamic communication across the globe, which facilitates integration among supply chain parties. However, currently, web 2.0 has not been widely used to support SCM practices. Building upon the existing studies, in this paper, we assess how web 2.0 can be used for supporting SCM practices and highlight the values offered. A number of implications for managing supply chain with web 2.0 are also discussed

Global Talentship: Toward a Decision Science Connecting Talent to Global Strategic Success

It is widely accepted that global competitive advantage frequently requires managing such complex situations that traditional organization and job structures are simply insufficient. Increasingly, in order to create a flexible and integrated set of decisions that balance local flexibility with global efficiency, organizations must rely on more social, informal and matrix-based shared visions among managers and employees. Research on global strategic advantage, global organizational structures, and even shared mindsets has suggested that dimensions of culture, product and function provide a valuable organizing framework. However, typical decisions about organization structure, HRM practices and talent often remain framed at such a high level as to preclude their solution. We maintain that there is often no logical answer to such questions as, “Should the sales force be local or global?” or “Should product authority rest with the countries or the corporate center?” However, we propose that embedding business processes or value chains within a Culture and Product matrix provides the necessary analytic detail to reveal otherwise elusive solutions. Moreover, by linking this global process matrix to a model that bridges strategy and talent, it is possible to identify global “pivotal talent pools,” and to target organizational and human resource investments toward those talent areas that have the greatest impact on strategic advantage. We demonstrate the Value-Chain, Culture and Product (VCCP) matrix using several examples, and discuss future research and practical implications, particularly for leadership and leadership development