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As the Philippines enters into the era of the “next normal,” that is, from the pandemic era called the “new normal,” we look into how the Philippines' state of tourism and built environment sectors. We also revisit its situation having the “longest lockdown in the world” and look into iterations of socioeconomic models, business platforms, and other elements that lead to the dream of a postpandemic sustainable tourism industry. In this inquiry, we highlight the importance of elements of the built environment, both at the macroeconomic level and at the micro units of business, civil society, and the tourism sector at large. While there has been a substantive discussion on the nexus of the tourism and built environment sectors, little has been devoted to the challenges these intertwined sectors faced during the COVID-19 pandemic. We suggest complementation of practices from the macroscale to the microlevel tourism and built environment sectors, and vice-versa, which will ensure the full complementation of the sectors. These proposals are in full contextualization of the objective toward the postpandemic continued recovery, growth, and sustainability, from the local, national, and the regional economy of Southeast Asia, and also to various parts of the world.

The COVID-19 pandemic has reduced much of the complexities of human life, which has affected the multifaceted socioeconomic dimensions and sectors around the world. One of the main consequences of the pandemic is the reduction in physical mobility and shifting toward a more digitally enhanced platform, where activities may be continued given the imposed physical limitations. Global supply chains were broken down into regional and even local ones and travel has been reduced significantly across leisure and nonleisure reasons, among others. While we recognize that these changes would require substantial capital and financial investments, these will not be put to waste given that emerging models, practices, and trends are the “silver linings” of the pandemic onto the tourism sector. Given that one emerging advocacy is the sustainability of tourism destinations under the backdrop of environmental awareness, care, and sustainable use, we also look at how tourism goods and services are put on sale given the adoption of new models. Finally, we envelope the pandemic experience and the induced iterations of local tourism initiatives as an opportunity to look for new and revitalized tourism innovations toward the “next normal.”

Informality in the tourism sector of the Philippines is a pervasive phenomenon, yet only few studies have explored the former's contribution to the latter, especially at the local level. Hence, this chapter utilizes a tourism value chain model developed by the United Nations World Tourism Organization and Directorate-General for Development and Cooperation (DEVCO) to determine the presence and examine the role of the informal sector in various spheres of Binondo's tourism industry. Findings reveal that informality is thriving in the areas of transportation, food and beverage, handicraft, leisure, excursion, tours, and support services. Conversely, they are inexistent or less visible in the accommodation and tourism assets in destination segments. Moreover, the fragmented tourism value chain of Binondo is heavily shaped by three primary challenges, namely, difference in perception between decision-makers and economic actors, resistance to change by the informal sector, and lack of relevant data to support evidence-based policymaking. To address these issues, the local government of Manila City may hence consider the following policy options: (i) mainstream a “whole-of-locality” approach, (ii) conduct an industry mapping of Binondo's tourism value chain, (iii) facilitate linkages between formal and informal businesses, (iv) develop shared infrastructure and extend capacity-building to the informal sector, and (v) employ a regulatory sandbox approach.

Motivated by the significant role of uncertainty in affecting investment decisions and China's economic leadership in Asia, this paper investigates the predictive role of exposure to Chinese economic policy uncertainty at the individual stock level in large Asian markets.

We estimate the monthly uncertainty exposure (beta) for each stock and then employ the portfolio-level sorting analysis to investigate the relationship between the China’s uncertainty exposure and the future returns of major Asian markets over multiple trading horizons. The raw returns of the high-minus-low portfolios are then adjusted using conventional asset pricing models to investigate whether the relationship is explained by common risk factors. Finally, we check the robustness of the portfolio-level results through firm-level Fama and MacBeth (1973) regressions.

Applying portfolio-level sorting analysis, we reveal that exposure to Chinese uncertainty is negatively related to the future returns of large stocks over multiple trading horizons in Japan, Hong Kong and India. We discover this is unexplained by common risk factors, including market, size, value, profitability, investment and momentum, and is robust to the specification of stock-level Fama and MacBeth (1973) regressions.

Our analysis demonstrates the spillover effects of Chinese economic policy uncertainty across the region, provides evidence of China's emerging economic leadership, and offers trading strategies for managing uncertainty risks.

The findings of the study significantly improve our understanding of stock return predictability in Asian markets. Unlike previous studies, our results challenge the leading role of the US by providing a new intra-regional return predictor, namely, China’s uncertainty exposure. These results also evidence the continuing integration of the Asian economy and financial markets. However, contrary findings for some Asian markets point toward certain market-specific features. Compared with market-level research, our analysis provides deeper insights into the performance of individual stocks and is of particular importance to investors and other market participants.

The current academic publishing model, in which researchers rely significantly on multinational publishing companies to disseminate their work, has implications for knowledge enterprise both in terms of knowledge production and distribution. This study aims to provide a critical reflection on the academic publishing model and how it works, particularly in light of the rise of open access publishing and the growing analytics focus of publishing companies and discusses the impact on knowledge equity.

This exploratory essay offers a critical analysis of the impact of the current academic publishing model on research practices. The discussion provides a foundation for the argument that knowledge equity is essential to social justice.

To effectively fulfil the transformative aims of the interdisciplinary research community within social and environmental accounting, it is imperative to establish equitable access to published research.

This essay opens space for discussion of the current publishing model, given its dominance of the knowledge enterprise. It outlines some of the implications of this model for knowledge equity and suggests strategies for fostering a more inclusive and accessible dissemination of scholarly work.

This chapter pays tribute to Andrew Jones' research in health programme evaluation, health-risky behaviour and income-related health inequalities by reviewing policy-relevant empirical studies in these domains using Italian data. In the first section, We discuss the impact of reimbursement systems on healthcare behaviour, particularly the transition from incurred-cost-based to prospective systems in hospitals. We explore incentive-driven practices like up-coding and cream skimming, while also considering the potential advantages of primary care incentives and the mixed outcomes associated with cost-sharing schemes. The second section delves into health-risk behaviours in Italy, encompassing substance use, preventive healthcare and responses to health information. The last section presents some evidence on socioeconomic status (SES)-related health disparities and discusses the necessity of accounting for these factors in the Italian National Health Service (NHS)'s resource allocation formula in line with British NHS experience.

At the end of this case study discussion, students should be able to critically analyse the strategic options for a global small and medium-sized enterprise seeking competitive advantage in a highly specialised industry, determine the strategic management and operational approaches to introducing a new product line using the case study options as an example, determine the best investment approach for a global operational strategy considering the financial analysis of associated costs and the best form of financial capital/investment in terms of risks and control references and carry out a financial analysis and make evidence-based decisions with respect to addressing how strategic recommendations will affect the future of a firm’s competitive advantage.

In 2021, Mike Blyth and his business partners, James Pitman and Andrew Pitman, were facing new challenges the business had never faced before. Despite the global upheaval and economic devastation caused by the COVID-19 pandemic, 2020 had been a productive year for the South African small-aircraft manufacturer. Globally, sales of Sling Aircraft’s aeroplanes had been good and the company had just finished a development prototype of a high-wing four-seater. Blyth, Andrew and James felt certain that there was space in the market for a five-seater aeroplane and they were meeting to discuss how to set up the business for further success. The strategic choices required to take the company in the new direction seemed clear and obvious, but it became apparent that they faced a dilemma regarding how to set up or restructure the company for success by exploiting the new opportunity without putting all of the hard work of the past 15 years in jeopardy.

This teaching activity is aimed at Master of Business Administration (MBA) and Master of Management.

Teaching notes are available for educators only.

CSS 11: Strategy.