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Kaiping Diaolou in Guangdong Province, China, is a UNESCO World Heritage site that is often used as a film location. This study aims to investigate the antecedents of film-induced heritage conservation behaviour in tourists visiting Kaiping Diaolou. The conceptual premises of stimulus-organism-response theory were used to provide additional insight into the impact of film- and heritage-induced images, and tourists’ perceived authenticity, destination attachment and heritage conservation intention.

The authors tested the hypotheses using covariance-based structural equation modelling by using the data collected from the 391 valid questionnaires.

The empirical results reveal that both film- and heritage-induced images have a direct impact on tourists’ heritage conservation intention. Furthermore, perceived authenticity and destination attachment fully mediate the relationship between destination image and conservation intention, while the serial multiple mediator effect in the heritage destination image model is not significant.

The findings contribute to the understanding of tourists’ heritage conservation intention through the lens of destination image, perceived authenticity and destination attachment. The study’s findings enrich the literature on film and heritage tourism regarding destination image construction and heritage conservation and have implications for the sustainable development of heritage tourism and heritage conservation, as well as the marketing of heritage sites.

位于中国广东省的开平碉楼是联合国教科文组织认证的世界文化遗产, 并经常被用作电影拍摄地。本研究调查了影响开平碉楼影视旅游游客的遗产保护行为的前因。本研究采用刺激-有机体-反应 (SOR) 理论的概念, 探究电影和遗产所诱发的目的地形象、游客的感知真实性和目的地依恋, 对游客遗产保护意图的影响。

本研究共回收 391 份有效问卷, 并使用基于协方差的结构方程模型来检验研究假设。

实证结果表明, 电影和遗产诱导的目的地形象都直接影响游客的遗产保护意愿。此外, 游客的感知真实性和目的地依恋完全中介了目的地形象与保护意愿之间的关系。但是在遗产目的地形象的模型中, 感知真实性和目的地依恋的串行多重中介效应不显着。

研究结果有助于通过目的地形象、感知真实性和目的地依恋来理解游客的遗产保护意图。本研究丰富了关于目的地形象建设和遗产保护的文献, 并对遗产旅游和遗产保护的可持续发展以及遗产地的营销产生了积极影响。

Despite an increasing number of studies focusing on workforce diversity, few consistent results and conclusions have yet been reached (Shore et al., 2009). The purpose of this paper is to develop an integrative model of diversity, taking the Upper Echelon Theory further.

The model proposed tests the influence of job-related and non-job-related (or task-related) top management team (TMT) diversity on firm performance and strategic change. The mediation effect of performance on the TMT diversity-strategic change relation is emphasized in the model. A covariance-based structural equation modelling has been used to test the relationships involved in the research model.

An inverse relation between prior organizational performance and strategic change is found and some TMT diversity predictors appear to be more relevant than others in explaining performance and strategic change. In addition the mediator role of performance significantly influences the TMT diversity composition-strategic change relation.

The paper makes several contributions to the existing literature on TMT diversity and the TMT diversity composition-firm performance-strategic change relation.

The purpose of this study is to examine the impact of board diversity (e.g. nationality, gender and educational level) on financial performance for a sample of banks listed in 11 countries in the Middle East and North Africa region.

This paper uses the system generalized method of moments estimation approach on the data of banks listed in the MENA countries over the period 2011–2018 to investigate the relationship between board diversity and financial performance. Also, the findings are supported by additional robustness tests, including ordinary least squares, fixed and random effect techniques.

The empirical results show that there is a significant relationship between board diversity and financial performance in banks. Specifically, the findings demonstrate that board diversity related to nationality has a significant positive impact on bank performance. The findings also show an insignificant association between gender and educational level diversity and bank performance. The robustness analysis supports the findings of the baseline model.

The study provides multi-country evidence on the importance of board diversity in the MENA region and it sheds light on possible tracks for future reforms aimed at enhancing the effectiveness of the board’s functions.

This paper extends the existing literature by providing empirical evidence on the association between board diversity and financial performance of banks in the MENA countries. This paper also provides preliminary evidence on the importance of board diversity to influence financial performance.

The purpose of this paper is to analyze the relationship between the demographic characteristics of top management teams (TMTs) (i.e. age, gender, administrative level, senior management experience and educational background) and megaproject performance, with respect to schedule, cost, quality, safety and technological innovation. The results shed new light on the effectiveness of different types of TMT.

This paper collected secondary and objective data from 208 TMT members in 42 megaprojects and employed hierarchical regression analysis to test the research hypotheses.

The findings revealed that age has a significant influence on schedule performance; gender has a significant influence on safety performance; senior management experience has a significant influence on cost performance; and educational background has a significant influence on both schedule and technological innovation performance. However, this study did not find evidence of a significant relationship between the administrative level and megaproject performance.

This paper mainly focused on China’s megaprojects, most of which are globally influential (e.g. Hong Kong–Zhuhai–Macao Bridge and Shanghai Expo), however this sampling approach still limits the generalizability of research findings to other contexts.

The results of this paper contribute to a better understanding of how management team capabilities translate into better project achievements. This paper also provides implications on the criteria for selecting top megaproject managers to optimize the composition of the TMT and realize better performance.

This article explores how strategy formulation affects firm performance to determine whether rational/analytical strategy formulation is more effective than emergent/reflexive strategy formulation. Additionally, the article assesses if such superiority holds for different cultural contexts.

Meta-analysis was performed using the Raju, Burke, Norman, and Landis (RBNL) procedure applied to a dataset of 43 empirical studies reporting 54 effect sizes on strategy–performance relationships.

Implementing a formal strategy formulation process positively relates to firm performance. Rational/analytical formulation approaches are more effective than emergent/reflexive approaches in enhancing firm performance, especially for cultures with low future orientation, high uncertainty avoidance, and high power distance.

The reduced number of published empirical studies limited the scope and generalizability of the results across countries, industries, or firms. This limitation might be especially true for Latin American firms given the absence of relevant studies in this region. Another potential limitation is related to the distinction between strategy formulation and strategy implementation. Given the empirical nature of the studies meta-analyzed, strategic tools are used as a proxy to determine the formulation approach.

Firms that operate in short-term oriented, uncertainty-avoiding, and elitist cultures should favor implementing rational/analytical strategy formulation techniques rather than emergent/reflexive approaches. Although prescriptive recommendations are limited by the lack of studies in Latin America, firms in this region would seem to be better off using rational/analytical strategy formulation approaches.

These findings provide a partial explanation for the varying results yielded by strategy formulation and suggest cultural contexts in which rational/analytical strategy formulation should be more effective than emergent/reflexive approaches.

Este artículo explora cómo la formulación de la estrategia afecta el desempeño de la empresa y busca determinar si la formulación de la estrategia racional / analítica es más efectiva que la formulación de la estrategia emergente / reflexiva. Además, el artículo evalúa si dicha superioridad es válida para diferentes contextos culturales.

El metaanálisis se realizó aplicando el procedimiento de Raju, Burke, Norman y Landis (RBNL) a un conjunto de datos de 43 estudios empíricos que reportaron un total de 54 tamaños de efecto sobre las relaciones estrategia-rendimiento.

La implementación de un proceso formal de formulación de estrategias se relaciona positivamente con el desempeño de la empresa. Los enfoques de formulación racional / analítica son más efectivos que los enfoques emergentes / reflexivos para mejorar el rendimiento de la empresa, especialmente para culturas con baja orientación al largo plazo, alta evitación de incertidumbre y alta distancia al poder.

El reducido número de estudios empíricos publicados limitó el alcance y la generalización de los resultados entre países, industrias o empresas. Esta limitación podría afectar especialmente a las empresas latinoamericanas dada la ausencia de estudios relevantes en esta región. Otra limitación potencial está relacionada con la distinción entre la formulación y la implementación de la estrategia. Dada la naturaleza empírica de los estudios meta analizados, las herramientas estratégicas se utilizan como proxy para determinar el enfoque de formulación.

las empresas que operan en culturas orientadas al corto plazo, que evitan la incertidumbre y que muestran alta distancia al poder deberían favorecer la implementación de técnicas de formulación de estrategias racionales / analíticas en lugar de enfoques emergentes / reflexivos. Aunque las recomendaciones prescriptivas están limitadas por la falta de estudios en América Latina, las empresas en esta región parecen estar mejor utilizando enfoques de formulación de estrategias racionales / analíticas.

estos resultados proporcionan una explicación parcial de los resultados variados producidos por la formulación de la estrategia y sugieren contextos culturales en los que la formulación de la estrategia racional / analítica debería ser más efectiva que los enfoques emergentes / reflexivos.

The purpose of this paper is to investigate the relationship between employees’ perceptions of diversity within management levels (i.e. senior management, middle management and lower management levels) and perceived organizational performance. The study also examines differences in perceptions of diversity within different levels of management across nature and ownership forms of organizations.

Primary data were gathered from a sample of 400 employees from 162 organizations of diverse industries operating in India. Statistical techniques like analysis of variance and stepwise multiple regressions were used to analyze the data.

Employee perceptions of diversity at the senior, middle and lower management levels of organizations are weakly, most significantly and positively, and negatively related to perceived organizational performance. It has also been found that the perceptions of diversity within different levels of management differ across nature and ownership forms of the organization.

The study relies on self-reported questionnaires as the method of data collection, which can lead to common-method bias. Hence, further studies can collect data by using multiple sources. In addition, future researchers can employ both subjective and objective measures to fetch results that are more valid.

To harvest the benefits of diversity, organization should foster positive perceptions among employees toward diversity.

The study gives new insight into why employees’ perceptions are significant in considering the possible outcomes of diversity.

This paper aims to present that deliberate change is strongly associated with formal structures and top-down influence. Hierarchical configurations have been used to structure processes, overcome resistance and get things done. But is deliberate change also possible without formal structures and hierarchical influence?

This longitudinal, qualitative study investigates an open-source software (OSS) community named TYPO3. This case exhibits no formal hierarchical attributes. The study is based on mailing lists, interviews and observations.

The study reveals that deliberate change is indeed achievable in a non-hierarchical collaborative OSS community context. However, it presupposes the presence and active involvement of informal change agents. The paper identifies and specifies four key drivers for change agents’ influence.

The findings contribute to organisational analysis by providing a deeper understanding of the importance of leadership in making deliberate change possible in non-hierarchical settings. It points to the importance of “change-by-conviction”, essentially based on voluntary behaviour. This can open the door to reducing the negative side effects of deliberate change also for hierarchical organisations.

The dynamic environment has necessitated searching for new ways for managing and grooming people for better performance. The purpose of this study is to explore ambidexterity in human resource management (HRM) for better management of paradoxical tensions and its effect on employee performance. Further, this research also addresses the black box in this relationship by evaluating the extraneous (managers’ ambidextrous orientation) and mediating (individual ambidexterity) variables in this relationship.

A quantitative research methodology has been used to explore the ambidexterity in HRM and its impact on employee performance. Around 470 banks have been contacted for data collection. The data have been thoroughly examined for reliability and validity. Further, it has also been checked for common method variance.

The findings revealed that individual ambidexterity mediates the relationship between ambidextrous HRM and employee performance. Further, managers’ ambidextrous orientation moderates the relationship between ambidextrous HRM and individual ambidexterity.

The present study makes an important contribution to the strategic HRM literature in general. The theoretical and practical implications have also been put forth for academic and practical fields. Lastly, the study contributes towards ambidexterity literature by examining it from an HRM perspective.

The purpose of this study is to review the overall trends in diversity, equity and inclusion (DEI) research in the management field.

We performed a scoping review to comprehensively understand how DEI research has been conducted and to inform future research and practices in the management field. We reviewed 725 articles published from 1976 to 2022 in SSCI-indexed management journals. We examined publication profiles (number of articles and research focus), publication tendency (journals and years), chronological publication trends, work environments (traditional vs remote/virtual work settings) and dimensions of DEI, including age, gender, race and culture.

We identified six common DEI research themes: (1) DEI management and practice, (2) perspectives on DEI, (3) team/group diversity, (4) DEI conceptualization, (5) leadership for DEI and (6) DEI climate. Finally, discussion, implications and recommendations for future research are presented.

Our research provides a comprehensive outline of the DEI research and suggests future directions to contribute to and advance knowledge on DEI in the management field.

More and more literature points out that compared to fragmented strategic HRM, interactive or internally consistent HR systems can generate synergies and more effectively predict employee outcomes. Different HR subsystems (such as performance-oriented and maintenance-oriented HRM practices), respectively, play a critical role for organizations and employees. However, the impact of the synergy effect of different practices within the HRM system is less concerning to researchers. Based on self-regulation theory, this paper explores the congruence effects within the dual-oriented HR system on employee ethical behaviors (prosocial/unethical behavior).

Data were collected in a two-wave survey from 252 employees working in high-tech and service companies in China. Polynomial regression and response surface analyses were used to examine the hypotheses.

The results indicate that the internal congruence of performance-oriented and maintenance-oriented HRM practices is positively related to employees’ prosocial behavior but negatively related to employees’ unethical behavior. Employees have more prosocial behavior and less unethical behavior when they perceive the high-performance-oriented and high-maintenance-oriented HRM practices than the low-performance-oriented and low-maintenance-oriented HRM practices. Employees also have more prosocial behavior and less unethical behavior when they perceive the low performance-oriented and high maintenance-oriented HRM practices than the high performance-oriented and low maintenance-oriented HRM practices.

Drawing on self-regulation theory and the “Yin-Yang balancing” perspective, this paper extends the limited understanding of the influence of dual-oriented HR system internal congruence between performance-oriented and maintenance-oriented HRM practices on employee behaviors. This paper is of great significance for a better understanding of the complexity and potential of HR systems.