Exploring a developing tourism industry: A resource-based view approach.

This exploratory study examines dimensions related to tourism development in the case of Uruguay. Internal and external analyses were conducted to identify key resources to maximise opportunities and minimise threats to the country’s tourism development. The study, which adopts the resource-based view of the firm, is based on the perspectives of key tourism stakeholders. Unstructured, face-to-face interviews were conducted with eight key informants, three representing government institutions, three private, and two public-private. The interviews revealed opportunities in various fronts, primarily consolidating and expanding international markets, and developing additional offerings, including convention/event and heritage tourism to minimise the effects of seasonality. Strong dependence on neighbouring markets, marginal airline connectivity and knowledge of Uruguay internationally were main perceived barriers to further development. The value of employing the resource-based framework in guiding understanding of the themes under investigation was confirmed. Implications emerging from the findings are discussed, and future research directions suggested

A method for effective use of enterprise modelling techniques in complex dynamic decision making

Effective organisational decision-making requires information pertaining to various organisational aspects, precise analysis capabilities, and a systematic method to capture and interpret the required information. The existing Enterprise Modelling (EM) and actor technologies together seem suitable for the specification and analysis needs of decision making. However, in absence of a method to capture required information and perform analyses, the decision-making remains a complex endeavour. This paper presents a method that captures required information in the form of models and performs what-if calculations in a systematic manner

What are we measuring? Convergence of leadership with interpersonal and non-interpersonal personality.

Since leadership styles have been most commonly defined in terms of interpersonal influence, one would assume that they have their main projections on the interpersonal circumplex. In this study, the relations between leadership styles from the Multifactor Leadership Questionnaire and Leader Behaviour Description Questionnaire and both interpersonal and HEXACO personality scales are investigated. As expected, charismatic leadership and leader's consideration have strong projections on the interpersonal circumplex, with main projections on the warm-agreeable octant. Transactional leadership, passive leadership, and task-oriented leadership have considerably weaker or no projections on the circumplex. Leader's consideration is most strongly related to interpersonal personality while both transactional and passive leadership are most strongly related to non-interpersonal personality. It is concluded that especially charismatic leadership and leader's consideration are captured almost fully by the HEXACO personality inventory. Copyright © 2008 SAGE Publications

Corporate governance and financial constraints on strategic turnarounds

The paper extends the Robbins and Pearce (1992) two-stage turnaround response model to include governance factors. In addition to the retrenchment and recovery, the paper proposes the addition of a realignment stage, referring specifically to the re-alignment of expectations of principal and agent groups. The realignment stage imposes a threshold that must be crossed before the retrenchment and hence recovery stage can be entered. Crossing this threshold is problematic to the extent that the interests of governance-stakeholder groups diverge in a crisis situation. The severity of the crisis impacts on the bases of strategy contingent asset valuation leading to the fragmentation of stakeholder interests. In some cases the consequence may be that management are prevented from carrying out turnarounds by governance constraints. The paper uses a case study to illustrate these dynamics, and like the Robbins and Pearce study, it focuses on the textile industry. A longitudinal approach is used to show the impact of the removal of governance constraints. The empirical evidence suggests that such financial constraints become less serious to the extent that there is a functioning market for corporate control. Building on governance research and turnaround literature, the paper also outlines the general case necessary and sufficient conditions for successful turnarounds

A model based approach for complex dynamic decision-making

Current state-of-the-practice and state-of-the-art of decision-making aids are inadequate for modern organisations that deal with significant uncertainty and business dynamism. This paper highlights the limitations of prevalent decision-making aids and proposes a model-based approach that advances the modelling abstraction and analysis machinery for complex dynamic decision-making. In particular, this paper proposes a meta-model to comprehensively represent organisation, establishes the relevance of model-based simulation technique as analysis means, introduces the advancements over actor technology to address analysis needs, and proposes a method to utilise proposed modelling abstraction, analysis technique, and analysis machinery in an effective and convenient manner. The proposed approach is illustrated using a near real-life case-study from a business process outsourcing organisation

Online knowledge communities: meeting places for continuing professional development

This paper describes the concept of Online Knowledge Communities (okc) as meeting places for continuing professional development (cpd). An okc is defined as a social network of members, who are online and are organized by making use of an online knowledge center. The okc has a particular group culture and members are involved in appropriate information processes to develop and exploit a specific knowledge domain. The author anticipates that the application of okc for cpd will have positive effects on the professionalism of the community members and on the development of knowledge assets in knowledge intensive organizations

Political association, managerial power heterogeneity, and corporate risk-taking in China

This article investigates the impact of political association and managerial power heterogeneity on corporate risk-taking using data of listed companies in China from 2006 to 2015. Politically associated companies demonstrate higher corporate risk-taking, and the impact of managerial power thereon depends on the source thereof. Structurally speaking, board of directors’ supervision, and shareholders’supervision power are positively associated with corporate risk-taking, but ownership, expert, and prestige power are negatively associated. Political association weakens the influence of structural and prestige power on corporate risk-taking and strengthens the impact of ownership and expert power thereon. The article adds to the literature on political association, managerial power, and corporate risk-taking

The Hugging Team: The Role of Technology in Business Networking Practices

Abstract. Technological devices for social networking are produced in droves and networking through media seems to be the way of getting ahead in business. We examine what role technology plays in the creation, development and maintenance of business relationships among entrepreneurs in Copenhagen. We find that mediated communication is useful in all stages of relational maintenance but only in a supportive role in relational development where co-presence and shared personal experiences take center-stage, generating trust necessary for business relationships to work. These trust-developing experiences take effort and hard work and although they can be successfully supported and even facilitated through the use of communication technologies, they need not be replaced or made simpler. The difficulties of creating these experiences make working business relationships viable in the uncertain and risky world of entrepreneurship

Exploring the role of HR practitioners in pursuit of organizational effectiveness in higher education institutions

This paper focuses on how HR professionals view their role in contributing to organizational effectiveness in the HE sector. Drawing on interview data, we trace how rival definitions of organizational effectiveness relate to two emergent conceptions of rationality. Firstly we identify instrumental forms of rationality based on assessments of how well (or efficiently) organisations achieve pre-ordained objectives. Secondly, we identify stakeholder satisfaction models of organisational effectiveness, which concern the extent to which competing needs of stakeholders are satisfied and, thus, presuppose a more dialogic view of rationality. The context for our discussion is the UK Higher Education sector and, drawing on our research, we argue that universities can be seen as moving from a stakeholder satisfaction model to an instrumentally rational model of organisational effectiveness. Our findings suggest that HR professionals do support attempts to re-orientate their institutions towards a top-down form of organisation, which would privilege high level objectives and efficiency (thus following the prescriptions of the New Public Management movement). This implies a move away from a more traditional view of universities as discursive and participatory organisations, where effectiveness is regarded as meeting the varied needs of stakeholders, such as academics, students and the wider society, in a balanced way. However, whilst the HRM professionals largely favour such a shift, they acknowledge limitations to the extent that is practical or even entirely desirable