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The purpose of this paper is to offer insights and lessons learned about how to successfully balance the interests of the many competing stakeholders who can or do influence the CVB's strategy for marketing a destination.

The study uses a qualitative case study approach utilizing an extensive interview as the method for data collection. A series of structured questions specifically designed to focus the interview on the topic of interest was used to facilitate data collection.

The paper presents insights from Mr William C. Peeper, the person largely responsible for building the Orlando Orange County Convention and Visitors Bureau from a two‐person organization into the multi million‐dollar operation it became by the time he retired 25 years later. Since the focus of the paper is on how to successfully balance the differing goals of stakeholders to achieve organizational goals, this interview offers a number of lessons learned that can be used by any organizational leader seeking to balance the interests of diverse stakeholders.

This study provides fresh ideas and new insights into how to successfully manage an organization's stakeholders in ways that make it possible to achieve an organization's mission across time. The success Mr Peeper had in gaining sustained support for the mission and goals of the Orlando CVB provides important lessons on how to manage all stakeholders especially the corporate governance structure that is pertinent to any organization that has to accommodate many diverse viewpoints and interests. There is little existing knowledge on managing stakeholders across time as their interests and needs change and the management of them must also adapt.

A former Microsoft insider believes that Microsoft prevails not because of its ability to innovate but because of its capacity for covering all the bases.

This Houston‐based company took only four years to go from a start‐up to a listing in the Fortune 500. The president of the North American division details the firm's growth strategies and talks about managing in a quick‐changing industry.

A review of Nancy MacLean’s Democracy in Chains: The Deep History of the Radical Right’s Stealth Plan for America focuses on the implications of her historiographic method in reading Jim Buchanan’s work and the resulting failure to take seriously the underlying framework of constitutional political economy that informed both Jim Buchanan’s and Frank H. Knight’s work. MacLean’s historiography is that of social movement history, which sublimates the interests and motivations of the individual to that of the movement. The real scholar disappears into simply an agent of the movement’s master plan. Because MacLean is suspicious of the movement she believes Buchanan to be part of, his work is interpreted solely in light of what she assumes to be the master plan. In particular, she ignores Buchanan’s habit of returning to key themes in order to develop new modes of analysis. MacLean focuses solely on his public choice work, ignoring the latter developments of constitutional economics and even moral order.

Two issues in MacLean’s account are the focus on the review. The first is simply a research mistake that she drew unwarranted conclusions from regarding Buchanan’s connection to the “massive resistance” movement against desegregation of Virginia public schools. The second issue reveals MacLean’s unwillingness to consider the changes in Buchanan’s scholarship over his career. Taken together, the issues indicate that she refused to read Buchanan on his own terms in order to understand the progress of his work, even if she disagreed with him at the end.

The purpose of this paper is to provide insights and implications for hospitality management and education through an interview with an entrepreneur, leader, hotelier, and philanthropist in Central Florida – Mr Harris Rosen.

The study takes a qualitative approach along with a personal interview, which was used as a tool for data collection. An open‐ended interview protocol was designed to facilitate data collection.

The study presents insights of Mr Rosen on several key issues in hospitality management and education, including: entrepreneurship, leadership, education, and philanthropy. Implications and discussions are provided based on his perspective.

The study provides fresh ideas and perspectives on many relevant issues related to hospitality management and education. The insights and discussions provide prompt critical thinking on hospitality industry career development and various existing education systems.

This review is divided into three sections describing the state of the Canadian clothing market; the trade situation and the penetration of the market by American retailers, giving an interesting insight into the ongoing internationalisation of the sector. It is based upon articles published in Apparel Insights (The Canadian Apparel Market Newsletter) and the material is reproduced with permission from the aforementioned ‘Apparel Insights — A Canadian Quarterly Apparel Market’, a newsletter published by Apparel Management Insights, PO Box 694, Postal Station B, Ottawa, ON KIP 598, Canada (publisher: Constantine Campaniaris; editor: Jim Heppell). Data from the Canadian Apparel Market Monitor were provided by Randy Harris of Kormos, Harris and Associates.