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This workshop involved six presentations, the speakers being: Thomas Bieger, Christine Hope, Harold Pechlaner, Tanja Mihalic, Karl Socher, and Franc Pauko. As the papers are printed in the Hangzhou Congress volume (Keller & Bieger, 2000), attention here is to an integrative and reflexive overview, rather than to reporting sequentially the speakers' presentations.

This paper briefly describes some of the advances which are taking place in information technology and considers some of the associated problems. The implications for tourism distribution channels and global tourism are then discussed.

A missunderstanding between the authors and the editors has lead to an unwilling exclusion of a number of figures. For a better understanding of the corresponding article (Vol 56, No 1+2/2001), those illustrations shall be presented in this following contribution.

This paper presents some aspects of branding the Scandinavian snow tourism product. The authors argue that the Scandinavian suppliers to the non‐Nordic market need a stronger image and more distinct differentiation, and that a Scandinavian umbrella brand might be helpful to serve the purpose of increasing the combined market share of Scandinavian suppliers in non‐Nordic markets. In support of their views empirical observations are presented which confirm the rational for a Scandinavian umbrella brand and a potential for differentiation not yet utilised. Branding is discussed within the context of a strategic alliance between Scandinavian suppliers. These suppliers are conceptualised as a strategic group. The conceptual and managerial complexity of branding a product associated with three different countries is noted. The paper concludes by indicating areas for future research.

The 47th Congress attempted to answer the following key questions: What exactly does quality mean in tourism? How can general and/or total quality be produced and marketed? How important is it to include the customer (tourist) in the process that leads to the provision of tourism services? In what way does quality create competitive advantages? How can the quality of a destination be assured in the same way as that of a corporation?

Questions à traiter. Le 47e congrès de l'AIEST s'est engagé à analyser les questions de fond suivantes:

Fragestellungen. Der 47. AIEST‐Kongress hat sich bemüht, folgenden Grundsatzfragen nachzugehen:

Beyond budgeting has received an increased amount of scholarly attention in recent years. However, because most of the published research is discrete and unconnected, an overall picture of what is known about beyond budgeting has not evolved. Therefore, the purpose of this paper is to provide an overview of the available research on beyond budgeting. In particular, the authors compare conceptual papers that mostly stress the benefits of beyond budgeting with empirical evidence on beyond budgeting implementation and offer ideas for future research on beyond budgeting.

This paper uses systematic literature review methods. After an extensive database search and examination of references/citations, 32 papers were analysed with regard to bibliographical information, research design and findings.

Although proponents of beyond budgeting have put substantial effort into developing and promoting this concept, numerous empirical studies demonstrate that many organizations being investigated would still rather improve traditional budgeting than abandon it completely. This review also highlights the main criticisms of traditional budgeting, development of management control systems under beyond budgeting and factors hindering the implementation of beyond budgeting.

This paper suggests that further research is needed on the scaling of beyond budgeting, organizational changes under beyond budgeting and challenges resulting from the implementation of beyond budgeting.

The paper is the first comprehensive literature review on beyond budgeting.

Motivation can serve as the engine that turns intention into action, and, as such, is indispensable in the early phase of the entrepreneurial process, where opportunity recognition and exploitation are key. However, research in this area has so far shed a selective spotlight on specific facets of entrepreneurial motivation, whereas the consideration of basic motives has been widely neglected. Hence, the purpose of this paper is to illuminate the basic motivational foundations of one core aspect of entrepreneurial behavior, namely opportunity recognition.

The study examined how motivation influences the process of recognizing and exploiting entrepreneurial opportunities in a sample of 312 managing directors and managing partners of small and medium-sized enterprises. Opportunity recognition and exploitation were assessed by two different measures: one evaluating the objective number of recognized and realized business opportunities, the other assessing the perceived proficiency in identifying and exploiting entrepreneurial opportunities. Implicit and explicit facets of basic motivation were measured using a comprehensive assessment of human needs.

Findings show that entrepreneurs' achievement motive is an important driver in both the identification and exploitation of opportunity. The power motive affects the perceived ability to exploit business opportunities. Interestingly, the explicit affiliation motive showed an inhibitory effect on the perceived ability of opportunity identification, whereas implicit affiliation motive is affecting the number of recognized and realized business opportunities positively.

This research clearly highlights the preeminence of basic motivational factors in explaining individual early-stage entrepreneurial behavior, making them a prime target for training interventions.