Managing Change and Master Plans: Machu Picchu Between Conservation and Exploitation

Machu Picchu is among the world\u2019s most controversial heritage sites. It represents a case where raising money through ticket sales and other activities, rather than an opportunity to fund site preservation, in fact constitutes a major threat to the survival of the site through overexploitation. Unesco has been very critical in recent decades about the management of Machu Picchu. International pressure resulted in the establishment of two master plans, in 1998 and in 2005. In this paper we investigate in depth the contents and rhetoric of the two plans, comparing changes in the two different versions, and linking the change in planning attitude to actual changes taking place in the site. This is also an opportunity to open a discussion on the interdisciplinarity of master plans in heritage sites

New games, new rules: big data and the changing context of strategy

Big data and the mechanisms by which it is produced and disseminated introduce important changes in the ways information is generated and made relevant for organizations. Big data often represents miscellaneous records of the whereabouts of large and shifting online crowds. It is frequently agnostic, in the sense of being produced for generic purposes or purposes different from those sought by big data crunching. It is based on varying formats and modes of communication (e.g., texts, image and sound), raising severe problems of semiotic translation and meaning compatibility. Crucially, the usefulness of big data rests on their steady updatability, a condition that reduces the time span within which this data is useful or relevant. Jointly, these attributes challenge established rules of strategy making as these are manifested in the canons of procuring structured information of lasting value that addresses specific and long-term organizational objectives. The developments underlying big data thus seem to carry important implications for strategy making, and the data and information practices with which strategy has been associated. We conclude by placing the understanding of these changes within the wider social and institutional context of longstanding data practices and the significance they carry for management and organizations

Managing trade contacts in HotRest intermediate markets: a resource-based view analysis in EU countries

Trade contacts within the intermediate market or Intermediate Trade Contacts (ITC) are transactional capital resources. They are measured by business-to-business purchases or sales. The objective of this work is to evaluate the impact of ITC sales on Hotels and Restaurants \u2018HotRests\u2019 sustained competitive advantage in the EU countries. In a resource-based view framework, only valuable (above-normal) and rare (concentrated) ITC become relevant. Using EU input-output tables and applying the supply-driven model, the relationships between the multiplier and the valuable and rare resources have been identified. The main result is that \u2018HotRests\u2019 have the chance to manage their business\u2013to\u2013business relationships as a resource asset-flow to speed up innovation processes and defend their competitive advantage

Rethinking the Emergence of Relationship Marketing

In this article, the history of relationship marketing (RM) is challenged. Similar to discussions of the marketing concept, the debates surrounding RM are largely ahistorical. This is despite numerous scholars indicating that RM has a far longer history than is currently appreciated. In contrast to received wisdom that RM emerged in the late 1970s, it is demonstrated that RM themes have been present in the marketing literature for longer than is recognized by the contemporary scholars