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Reveals the results of a survey into what recruiters expected from a Curriculum Vitae (CV). Suggests that certain preferences are in conflict with Equal Opportunities Commission guidelines and the Institute of Personnel Management Code of Practice and that candidates who do not disclose salary details may be disadvantaged. Examines the main findings dealing with personal details, education and training, employment history, remuneration and format and presentation of the CV.

The customer as an active and engaged value co-creator raises new challenges for theory and practice, especially in the hospitality industry. However, the connection between engagement and co-creation is little studied in the hotel/tourism literature. This paper proposes a connection between customer engagement (CE) and value co-creation frameworks to ascertain and depict the internal actors' activities and factors that foster or hinder guests' co-creation and destruction of value.

The researchers used qualitative methods (35 in-depth interviews, document analysis and four observation sessions) in seven regions of Ghana to explore the customer's perspective. Data were analyzed with NVivo11 within a thematic analysis framework.

The findings suggest that positive and negative engagement fosters or hinders guests' interactions, which lead to value co-creation or destruction. The research also discovered that negative interactions occasioned by any factor or actor trigger value destruction at multiple stages of the experience journey.

Industry players can use the framework developed to assess their businesses, explore and reflect on the proposed value they aim to generate, and thus be more aware of how they can better facilitate value co-creation with their consumers and avoid value destruction.

This research proposes a novel connection between customer interactions, engagement and value co-creation to ascertain and depict the internal actors' activities and factors that foster or hinder customers' experience in the hotel/tourism industry.

The vulnerability of the tourism industry to an array of risks, encompassing family-related, small- and medium-sized enterprise-specific, strategic, tourism-specific and external factors, highlights the landscape within which small and medium family enterprises (SMFEs) operate. Although SMFEs are an important stakeholder in the dynamic tourism sector, they are not one homogenous group of firms, but have different strategic orientations. This study aims to investigate the interplay between strategic orientation and risk perception to better understand SMFEs risk perception as it is impacting their decision-making processes, resilience and long-term survival. The authors investigate how different strategic orientations contribute to different perspectives on risk among owner-managers.

Based on a qualitative data corpus of 119 face-to-face interviews, the authors apply various coding rounds to better understand the relationship between strategic orientations and the perceptions of risks. Firstly, the authors analysed the owner–manager interviews and identified three groups of different strategic orientations: proactive and sustainability-oriented SMFE, destination-affirmative and resilience-oriented SMFE and passive SMFE. Secondly, the authors coded the interviews for different risks identified. The authors identified that the three groups show differences in the risk perceptions.

The data unveil that the three groups of SMFEs have several differences in how they perceive risks. Proactive and sustainability-oriented SMFEs prioritize business risks, demonstrating a penchant for innovation and sustainability. Destination-affirmative and resilience-oriented SMFEs perceive a broader range of risks, tying their investments to destination development, emphasizing family and health risks and navigating competitive pressures. Passive SMFEs, primarily concerned with external risks, exhibit limited awareness of internal and strategic risks, resist change and often defer decision-making to successors. The findings underscore how different strategic orientations influence risk perceptions and decision-making processes within SMFEs in the tourism industry.

The authors contribute to existing knowledge include offering a comprehensive status quo of perceived risks for different strategic orientations, a notably underexplored area. In addition, the differences with respect to risk perception shown in the paper suggest that simplified models ignoring risk perception may be insufficient for policy recommendations and for understanding the dynamics of the tourism sector. For future research, the authors propose to focus on exploring the possible directions in which strategic orientation and risk perception influence one another, which might be a limitation of this study due to its qualitative nature.

Varying strategic orientations and risk perceptions highlight the diversity within the stakeholder group of SMFE. Recognizing differences allows for more targeted interventions that address the unique concerns and opportunities of each group and can thus improve the firm’s resilience (Memili et al., 2023) and therefore leading to sustainability destinations development. The authors suggest practical support for destination management organizations and regional policymakers, aimed especially at enhancing the risk management of passive SMFEs. Proactive SMFE could be encouraged to perceive more family risks.

Viewing tourism destinations as a complex stakeholder network, unveiling distinct risk landscapes for various strategic orientations of one stakeholder has the potential to benefit the overall destination development. The proactive and sustainability-oriented SMFEs are highly pertinent as they might lead destinations to further development and create competitive advantage through innovative business models. Passive SMFEs might hinder the further development of the destination, e.g. through missing innovation efforts or succession.

Although different studies explore business risks (Forgacs and Dimanche, 2016), risks from climate change (Demiroglu et al., 2019), natural disasters (Zhang et al., 2023) or shocks such as COVID-19 (Teeroovengadum et al., 2021), this study shows that it does not imply that SMFE as active stakeholder perceive such risk. Rather, different strategic orientations are in relation to perceiving risks differently. The authors therefore open up an interesting new field for further studies, as risk perception influences the decision-making of tourism actors, and therefore resilience.

This article presents examples of culture clashes in global joint ventures and shows how to overcome them. As organizations expand their business globally, they are faced with cultural differences in individual, organizational, and national cultures. Typical daily clashes are highlighted among American, Japanese, Asian, and European managers during routine business activities such as business meetings, presentations, and technology transfers. The uniqueness of each culture is compared and contrasted during such processes. The author also presents the Multicultural Management (MCM) Process, which has been developed and presented to over 1,000 managers worldwide as an effective method in enhancing their culture competency when dealing with international management issues.

Working as a consultant in the field of team development, I frequently find myself at odds with people who have different perceptions about the nature of the work. This confusion was actually expressed in print when in 1980, following the publication of my article on team problem diagnosis, another consultant wrote of his “simpler” method. This turned out to be the “LIFO” system. Again, similar misunderstanding arose in 1982, within a large client organisation in the public sector. The client had undergone major reorganisation, and it had been decided to create an internal consultancy role, a central function of which was to be team development. I was engaged to train those appointed to the role, with emphasis on the skills required by internal consultants. It came as some surprise therefore to be told during a seminar with some of the organisation's directors, that “team building” had recently been conducted in the area concerned. I had not yet trained the internal consultants. It emerged of course that their “team building” and my “team development” were entirely different processes. Impatient to “get things moving”, the organisation had initiated a programme of “team‐building” activity based on packaged exercises, mainly concerned with the analysis of management style.

In empirical research and practitioner guides, turnaround processes tend to be described in terms of discrete stages and strategies. Though necessary, this characterization belies the twists and turns of turnaround leadership. The purpose of this paper is to expand the assumptions of how turnaround proceeds in linear chronos time with the sensibilities of kairos time or the “right” time for turnaround leadership moves.

This study is an exploratory qualitative multi-case study with principals and their key supports (assistant principals, district leaders, teacher leaders) in four public turnaround schools. The grounded theory analysis conceptualizes the experiences of turnaround principals in flexible, complex ways.

The findings begin with a metaphor and definition of “shifting gears” at chronos and kairos times that emphasizes how turnaround principals make adaptive, agentic adjustments when moving forward through changing terrain. The second half of findings describes each principal’s experiences and reflections on their discernment of the right times for change within a chronological trajectory of turnaround. In addition, the leaders described shifting gears as strategic and responsive to contexts, sometimes taking a psychological toll.

Expanding notions of time in turnaround re-centers turnaround leaders as engaging in intellectually and emotionally demanding work. Such recognition challenges future research to address experiences and emotions in dynamic contexts. Hence, with this study, preparation programs and state and local systems may adjust holistic supports and leadership pipelines to sustain turnaround leaders.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

This paper aims to explore uncertainties in the interaction between Basel II and banking practices.

The research setting is a centralized bank’s risk control organization and its commercial lending operations. The bank, despite its early adoption of the Basel II Accord, experienced severe credit losses during the global financial crisis. The data consist of interviews with twelve decision-makers and risk specialists at the bank and interviews with four professionals outside the bank after the global financial crisis.

This paper finds that there are three types of uncertainties in the interaction between Basel II and banking practices. The paper also describes corroborative examples of efforts to reduce such uncertainties. Among such efforts, the decision-makers excluded the risk specialists from decision-making and decentralized decision-making to branch offices.

Although the literature generally portrays bank decision-makers and risk specialists as opposing groups, this research finds that the bank interviewees present complementary and confirmatory accounts on three types of uncertainties.

The findings suggest that increased regulatory pressure have operational implications for banking practices.

The paper has contemporary relevance with its sole focus on credit risk after the transition period provided for Basel II Accord.