Nadejda Komendantova, Anna Scolobig, Alexander Garcia-Aristizabal, Daniel Monfort and Kevin Fleming
Urban resilience is becoming increasingly important due to increasing degree of urbanization and a combination of several factors affecting urban vulnerability. Urban resilience…
Abstract
Purpose
Urban resilience is becoming increasingly important due to increasing degree of urbanization and a combination of several factors affecting urban vulnerability. Urban resilience is also understood as a capacity of a system to prepare, respond and recover from multi-hazard threats. The purpose of multi-risk approach (MRA) is to take into consideration interdependencies between multiple risks, which can trigger a chain of natural and manmade events with different spatial and temporal scales. The purpose of this study is to understand correlation between multi-risk approach and urban resilience.
Design/methodology/approach
To increase urban resilience, MRA should also include multi-risk governance, which is based on understanding how existing institutional and governance structures, individual judgments and communication of risk assessment results shape decision-making processes.
Findings
This paper is based on extensive fieldwork in the test studies of Naples, Italy and Guadeloupe, France, the historical case study analysis and the stakeholders’ interviews, workshops and focus groups discussions.
Originality/value
Multi-risk is a relatively new field in science, only partially developed in social and geosciences. The originality of this research is in establishment of a link between MRA, including both assessment and governance, and urban resilience. In this paper, the authors take a holistic and systemic look at the MRA, including all stages of knowledge generation and decision-making. Both, knowledge generation and decision-making are reinforced by behavioural biases, different perceptions and institutional factors. Further on, the authors develop recommendations on how an MRA can contribute to urban resilience.
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Daniel James Rowley and Herbert Sherman
Effective leadership in any organization is a crucial component of overall organizational success. While many aspects of management and leadership are common to most…
Abstract
Effective leadership in any organization is a crucial component of overall organizational success. While many aspects of management and leadership are common to most organizations, colleges and universities present special challenges in both their fundamental character and in practice. The presence of faculty and non‐academic personnel in leadership roles in the same organization can create ambiguity and confusion. This is particularly an issue when units of the institution seek to achieve the highest possible level of performance, cooperation and mutual trust among and between them. This article looks at the challenges involved and seeks to provide guidelines for leadership decisions and practices that can be effective in institutions of higher learning.
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Chadwick J. Miller, Adriana Samper, Naomi Mandel, Daniel C. Brannon, Jim Salas and Martha Troncoza
The purpose of this paper is to examine how the number of activities within a multi-activity experience influences consumer preferences before and after consumption.
Abstract
Purpose
The purpose of this paper is to examine how the number of activities within a multi-activity experience influences consumer preferences before and after consumption.
Design/methodology/approach
The hypotheses are tested using four experiments and a secondary data set from a river cruise firm that includes first-time river cruise purchases by consumers from this firm between January 2011 and December 2015 (n = 337,457).
Findings
Consumers prefer experiences with fewer (vs more) activities before consumption – a phenomenon, this paper calls “activity apprehension” – but prefer experiences with more (vs fewer) activities after consumption. A mediation analysis indicates that this phenomenon occurs because the highly perishable nature of activities makes consumers uncertain about their ability to use all the activities within the experience (usage uncertainty).
Practical implications
Evaluations of a multi-activity experience depend on both the number of activities and on whether the consumer is at the pre- or post-consumption stage of the customer journey. As such, firms looking to sell multi-activity experiences should design and promote these experiences in a way that minimizes activity apprehension.
Originality/value
This study is the first to demonstrate that consumer perceptions of an optimal experience depend on both the number of included activities and on the stage of the customer journey (i.e. pre- or post-purchase). It further contributes to the consumer experience literature by examining an unexplored activity characteristic, perishability, in shaping experiential purchase decisions. Finally, it demonstrates a new way in which experiential purchases differ from tangible product purchases.
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Herbert Sherman and Daniel J. Rowley
“I quit.” Those two little words were dropped like an atomic bomb and seemed to explode across the dinner table at the Davis residence. The meal had not yet been served though…
Abstract
“I quit.” Those two little words were dropped like an atomic bomb and seemed to explode across the dinner table at the Davis residence. The meal had not yet been served though everyone was at the table engaged in a lively discussion, which of course included their business, DHR Patio Homes, LLC. Immediately, a hush descended upon the Davis family and their guest, close friend, and business associate, Stephen Hodgetts, as an imaginary mushroom cloud filled the room. No one could move or say a word although numerous glances of varying nature were being exchanged in rapid succession. The somberness of the situation was quickly broken, however, by another barrage of discontent. “I've had it, I quit. Find someone else to act as the contractor for the company.” With those words, RJ Davis quickly vacated the dining room and zoomed upstairs into the Davisesʼ spare garage apartment.
Preeti Singh, Ruchika Kulshrestha and Sanjna Vij
Purpose: This study is the complex interplay among corporate social responsibility (CSR), governance, and ethics in the context of tourism management in India. It shows us how…
Abstract
Purpose: This study is the complex interplay among corporate social responsibility (CSR), governance, and ethics in the context of tourism management in India. It shows us how businesses engage in sustainable practices that contribute to social economics tourism.
Methodology: This research takes a multi-face approach, theoretical framework, and practice case study to indicate the relationship based on the CSR corporate governance, and business ethics. The study shows that the real case study in Jaipur and Indore.
Research limitations and implications: Given the limitations of the case study research, such as potential basis and limited generalization, this study is necessary for future empirical investigation to validate and expand upon the findings presented here.
Social implications: The chapter discusses the societal significance of business practices. It promotes greater corporate engagement in addressing social, environmental, and economic challenges by showing the positive impact of CSR initiatives on local communities.
Findings: Through case studies and empirical analysis, this chapter reveals how CSR initiatives can improve corporate governance, promote ethical business practices, and positively impact the local economy and environment. It also shows how important evidence-based decision-making matters.
Originality/value: In India's tourism management context, this chapter comprehensively examines corporate governance, business ethics, and CSR. Its usefulness provides practical insights into the practical ramifications of responsible business practices.
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C. Whan Park and Daniel C. Smith
Describes an approach to competitive analysis that focuses oninter‐industry learning. Examines examples which show how the approachcan provide insight into identifying new product…
Abstract
Describes an approach to competitive analysis that focuses on inter‐industry learning. Examines examples which show how the approach can provide insight into identifying new product opportunities, ways of repositioning existing products, and ways of adding value to existing products. Concludes that an inter‐industry learning strategy is more likely to succeed because it delivers innovative ideas while escaping the codes of conduct that develop within particular industries.
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Herbert Sherman, Adva Dinur and Daniel Rowley
In this two-part case, Richard Davis and Stephen Hodgetts, co-owners of D&H Management LLC, are trying to come to terms with changes in the real estate market‐changes that have…
Abstract
In this two-part case, Richard Davis and Stephen Hodgetts, co-owners of D&H Management LLC, are trying to come to terms with changes in the real estate market‐changes that have made their rental homes worth less than their mortgages and at best yielding at most a break-even cash flow. In Part A Davis and Hodgetts are weighing the following options: (1) sell all of the properties, assume a loss (walk away with nothing), and avoid the negative cash flow; (2) walk away from all of the properties, assume a loss (walk away with nothing), and avoid the negative cash flow; (3) delay paying the mortgage on some of the homes, allow these properties, if necessary, to go into foreclosure, and in the interim use the positive cash flow to shore up some of the more positive cash flow homes; (4) contact all of the lenders and try to renegotiate the mortgages so as to have lower monthly rates.
In Part B Davis proposes that he and Hodgetts go their separate ways. Davis walks away with the two properties that have mortgages in his name, while Hodgetts obtains the four properties that have mortgages in his. From Hodgettsʼ perspective this is a losing proposition since (1) he would have to take over the management of four “loser” properties rather than Davisʼs two, an ʼunfairʼ split of the liabilities; (2) he had no interest in managing properties; and (3) he and Davis would be splitting up a long-standing team.
Herbert Sherman and Daniel J. Rowley
Stephen Hodgetts read the e-mail over and over again and still could hardly believe what he had read. He had just come back from his vacation, well rested and refreshed, and this…
Abstract
Stephen Hodgetts read the e-mail over and over again and still could hardly believe what he had read. He had just come back from his vacation, well rested and refreshed, and this e-mail had dampened his high enthusiasm. It took time to absorb such bad news and for Hodgetts to get over his incredulity.Yet in the end Hodgetts accepted the truth‐a deep, dark terrible truth that would not go away. Robert Davis, his business partner’s son, had confirmed in an e-mail his worst fears about their newest business partner, David Russ.Many thoughts were running through his mind simultaneously yet each screamed to be heard.“How could he and his partner Richard Davis have been so blind, so trusting?” “How could Russ not have heeded the advice of his business partner, Richard Davis, Russ’s former English professor?” And most important, “What was now going to happen to their new business?” Yet the one thought that continued to echo among them all was surprisingly a quote from Sir Arthur Conan Doyle’s beloved character, Sherlock Holmes: “But there are always some lunatics about. It would be a dull world without them.”