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The purpose of this paper is to contribute to the successful implementation of digitalization by exploring what characterizes strategy work undertaken by companies that have achieved digital transformation. Based on empirical data, the authors delineate five essential strategic actions that are prerequisites for digital transformation: discuss and communicate the vision and strategy; align resources and activities with the strategy; ensure a continuous focus on operational improvements and efficiency; create an orientation toward customer or user needs and expectations; and develop the competencies of top managers, middle managers and employees.

Between January 2021 and February 2022, the authors conducted a survey on strategy work in Danish organizations with 2,251 respondents. The respondents encompass top managers, middle managers and employees representing 1,164 organizations.

The authors identify five strategic actions that positively influence whether organizations incorporate digitalization into their strategy work. These strategic actions can support organizations in their strategy work regarding digital transformation and offer valuable insights and inspiration for leaders currently undertaking the journey of digital transformation.

Based on the empirical data, it is not possible to deem one action as more important than another in the context of digital transformation, as each action contributes significantly to facilitating the process. Given the nature of empirical data, the strategic actions reflect correlation rather than causation.

The empirical insights provide valuable practical guidance for leaders in managing digital transformation as a part of strategy work, which is typically discussed in a more conceptual manner. In addition, the authors identify new areas for further in-depth exploration in practice.

This paper aims to develop a strategy model which explains what organisations should focus on in their strategy work, both in terms of the environment and how the strategy is implemented. In addition, the purpose is to demonstrate how this can influence and improve the organisations’ performance.

The study uses different state-of-the-art strategy approaches to create and validate a solid and causal strategy model, which was validated by making use of a questionnaire.

The nature of strategy is complex, and organisations are indeed facing more complex tasks which require that internal resources are available to meet the environmental demands, develop an effective strategy for today and tomorrow, implement the strategy and execute the action plans. A model consisting of five areas divided up in strategy content (productivity, flexibility and innovation) and strategy process (execution and culture) has been validated, and the empirical results indicate that execution and innovation are the areas in which organizations face the greatest challenges.

Suggesting a new strategy model designed to evaluate companies’ strategy work.

This chapter explores how industrial PhD students are engaged in authentic leadership processes while coping with challenges through self-leadership. The authors illustrate how self-leadership can be a helpful approach to managing the leading-and-being-led dilemma. They argue that self-leadership is a process of goal achievement in collaboration with key stakeholders and, therefore, an important aspect of authentic leadership. The authors identify four aspects of self-leadership that influence authenticity: roles, resources, relations and results. Kringelum, Mortensen and Holmgren call for research into the emergence of self-leadership and authentic leadership, the leadership capabilities required and the double-sidedness and dilemmas inherent in such emergences across different contexts.

This paper aims to address the nature of sustainable enterprise excellence, what it is, its enablers and specific manifestations.

A sweeping model of sustainable enterprise excellence, resilience and robustness is introduced, along with its enablers. Among enablers, supply-chain proficiency, vertical trust, distributed leadership and neuropsychological measurement are cited. A method of strategy modeling is introduced that, if rigorously pursued, will improve enterprise strategy and, hence, also opportunity for better subsequent performance and impacts. Similarly, an approach for strategic alignment in a large, multi-level enterprise is presented.

There are many paths toward sustainable enterprise excellence. Regardless of the path, this anticipates enterprise pursuit of socially equitable, environmentally responsible and economically sound performance and impacts.

The present is the Anthropocene age, an era fraught with challenges largely of people's own making and related to climate change and various sorts of social strain. Organizations have the wherewithal to attack these challenges. Given the orientation of sustainable enterprise excellence, methods and models that advance sustainable enterprise excellence have the potential to combat these challenges.

Sustainable enterprise excellence provides models and methods for confronting significant challenges that societies and organizations alike are faced with. Various models and paths to sustainable enterprise excellence are suggested in this paper.

Pressing sustainability issues face the 21st century, as identified by the Millennium Development Goals and its post initiatives, and ethical principles related to fairness, equity, and justice are increasingly important to address climate change and resource scarcities. Yet, such ethical dimensions remain surprisingly little addressed in the tourism literature. Ecofeminist critique offers insights into this gap, identifying historical antecedents in patriarchal, Enlightenment-driven discourses of science where positivistic approaches facilitate the control and use of nature and women. This chapter draws from this critique to propose a preliminary, justice-oriented framework to resituate sustainable tourism within an embodied paradigm that covers intangibles such as emotions, feelings, and an ethic of care.

This chapter explores the potential for and value of imagining a humanist paradigm for tourism studies. It explores how the idea of a “paradigm” in tourism can be conceptualized, arguing that dominant thoughtlines in other fields regarding the meaning of a paradigm are not sufficient for making sense of this idea in the context of tourism studies. The chapter introduces humanism as a philosophical position in the academy and as a lived cultural practice, explores examples of extant work in tourism studies that might be seen to provide the seeds of a humanist paradigm, and offers reflections on the value of imagining such a paradigm for our field.

In the Western thought tradition, the tourist has not been a subject worthy of intellectual musings and philosophical deliberations. Indeed, the tourist has been portrayed in primarily derisive ways. Nietzsche’s remark, “Tourists—they climb mountains like animals, stupid and perspiring, no one has told them that there are beautiful views on the way,” epitomizes the dominant attitude. Why does the figure of the tourist elicit such negative reactions? Do the sentiments perhaps imply something else, or is the tourist a doppelgänger, not anomalous or marginal but normative—a paradigmatic figure? If so, then what can be said of the poetics and politics of the tourist conceptualized as a paradigmatic subject?

The purpose of this chapter is to propose a theory which may lead to a holistic description of the mechanism of touristic phenomena. In so doing, the central discussion is to provide descriptive answers to basic questions. It will not be a sociological or anthropological discourse. Instead, it will use perspectives from environmental psychology, genetics, and a theory of information energy in elementary particle physics. The study of tourism, though it is not a distinct disciplinary field, must provide a grand theory. In this chapter, the discussions mainly focus on the concept of tourist to provide several ideas to amend its definition, which may directly correspond to an overall view of touristic phenomena.