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County strategic tourism marketing plans have appeared as a relatively new instrument in the conceptualisation of the development of tourism destinations in Croatia. This paper illustrate methodology issues and problems that emerged from drawing up the plans (internal and external). The methodology elaborated upon is based on several basic footholds: multidisciplinary approach, state‐of‐the‐art in destination marketing, applicability, simplicity and straightforwardness, bottom‐up approach and unique methodological framework (taking specifics into account). The current experiences of the Institute for Tourism (Zagreb) point out the importance of the continuous monitoring of the SMPs implementation in practice and further methodology improvements.

There is a paucity of studies on the subject of environmental assets and their value. This is particularly the case with the forests. In Croatia, coastal forests are an important public asset especially given their value as an indispensable part of the Mediterranean landscape, yet often threatened by fires. Recognising this value of forests, the ongoing project concerning the coastal forest protection and reconstruction was initiated in 1995. An aspect of the project was to ascertain the aesthetic and recreational value that forests have for local residents. Therefore, the aim of this paper is to report selected survey results, but more important, to give an outline of the methodological approach developed for this complex task. Contingent valuation method, as the most frequently used method for the valuation of public non‐marketed goods and environmental assets was applied. Two surveys were conducted describing hypothetical forest preservation and forest reforestation programmes. The focus of the surveys was to test local residents' willingness to pay for the protection of forests in view and for the reforestation of burnt areas in view. Results demonstrated that majority of respondents was willing to pay for the protection of forests in view as well as for reforestation, and their main motive for paying was esthetical. Both univariate and multivariate methods were applied in order to assess the best predictors of willingness to pay for both surveys.

Although growth of knowledge about tourism has been tremendous, there are still a number of problem areas opening up a number of questions related to the development and the adaption of different measuring techniques, research instruments and analysis methods. Experience has shown the occurrence of certain problem areas which generate certain types of errors can be attributed to the nature of the population being studied and the insufficient extent to which the research methodology is adapted to this population. Since a relatively small number of authors has dealt with the identification of the entire set of these problems (Ritchie 1975, Dann, Nash, Pearce 1988, Pizam 1987, Smith 1989), there is a need to, first of all systematically identify the research areas being the cause of the greatest number of errors, and to, then suggest the possible approaches, methods or techniques for the reduction of such problems.

Following a presentation by Dr Harald Pechlaner of the University of Innsbruck (Austria) about “Public Policies for Cultural Heritage within the Destination”, the participants of the workshop discussed general problems of facilitating economically viable tourism products within a destination. The situation of private owned castles in South Tyrol was giving a good example of the problems involved. Even though the castles — due to their owners' orientation towards their family traditions and not towards a marketing perspective — are facing some special problems, by and large they have to tackle the same issues as other small and medium‐sized enterprises (SME) in the tourism sector.

In many tourism country destinations the dominant structure is that of small‐to‐medium enterprises (SMEs). They are prevalent for example in the hotel trade, travel agencies, tourism transport systems and the many tourism‐related attractions. In contrary, in new destinations in emerging economies and developing countries that have strong tourism sectors the big corporations and chains are particularly well represented. Each of these sectors — the big corporations and the chains that operate on an industrial scale on the one hand, and the smaller type of business on the other — has its own characteristic structural advantages and disadvantages.

Although Slovenia is not part of the Western Balkans region, due to the common Yugoslav (SFRY) history, it faces similar problems as the countries of the region do, but attempts to solve them in a unique way, which could be an example for other countries of that region. Consequently, this chapter explains the necessity of global sustainable development and practices of Slovenia from both the theoretical and practical aspects. Specifically, many Slovenian enterprises have developed a socially responsible culture towards a sustainable future; moreover, many greening practices of more and more sustainable, responsible and ethical enterprises can also be readily found in Slovenia. Furthermore, some researchers see Slovenia as a possible model of a social responsibility program or an integral green country that could be an example towards developing in a sustainable manner and showing a path towards a sustainable future of the world.

This study aims to examine the role of intersubjectivity portrayed in employees’ mundane activities in achieving goal congruence between individual and organizational goals within the performance measurement process.

Semi-structured in-depth interviews were conducted with five employees as key informants of each department. Observations were carried out unstructured to collect information about key performance indicator (KPI) and their achievements. Combining the interpretative phenomenological analysis (IPA) and Schutz’s phenomenology, the data analysis stage includes coding (interpretation, condensation and categorization of themes) and thematic analysis.

The findings show employees’ different feelings and actions in achieving their KPIs. Therefore, the anticipations of obstacles in achieving KPI were based on the intersubjective influence of personal goals, company goals, peers, bosses/departments and customers. Thus, in achieving KPI, employees strive to simultaneously achieve personal goals as well as company goals.

Previous literature on management accounting mainly focuses on organizational perspective and less on individual-centred phenomenological perspective. This study tries to fill this gap by exploring how intersubjectivity plays a role in employees’ mundane experiences.

In designing and applying KPI, the company should consider employees’ happiness as it could reflect job satisfaction, leading to high performance.

This study contributes to the literature on goal congruence, performance measurement and management control by extending prior research by Cugueró-Escofet and Rosanas (2013) and Cugueró-Escofet et al. (2019) in empirically portraying how employees perceive goal congruence in the performance measurement process with IPA.

With specific big-data mining worked on 61,522 firm announcements, we discovered a diverse Employee Share Ownership Plan (ESOP) model in China, called “Core-Staff-Based ESOPs.” Distinct from standard broad-based or executive-based ESOPs, these specific targeted-broad-based ESOPs require the qualification for participants, involving the participation of senior executives, directors at the middle level and any other employees that make particular contributions to firms. We take on the challenge to analyze ESOP mechanism, firm characteristics and performance in the view of organizational ecology and resource-based choice-making, and explore which factors have influenced the ESOP development in China.

We utilize a combination of approaches including qualitative and quantitative methods, and construct the main database of 117,767 firm-quarter data.

Firstly, based upon our institutional research, we find no coercive mechanisms that force all the Chinese listed firms to implement ESOPs since 2005. Secondly, our binary logistic regressions identify ESOP firms’ specific properties significantly distinct from non-ESOP firms, and draw profiles for these ESOP firms. Thirdly, our panel regression test results sustain the rational of ESOP mechanism, demonstrating that ESOPs enable Chinese firms to improve performance both in profits and their industry positions. Finally, with further quantitative tests, we find out this ESOP design’s limitations and the heterogenous effects due to China’s environments.

The discovery of Core-staff-based ESOPs contributes a diversity to the standard framework of ESOPs, enhances our understanding of China’s ESOP development, and provides new evidence for ESOP performance.

The purpose of this paper is to explore how authentic leadership and transactional leadership styles in Ghanaian telecom firms influence employees’ creativity, and the effect that climate for innovation and work-related flow have on such influencing relationship.

Guided by the implicit theory of leadership, and using questionnaires, data were collected from 335 employees in five mining firms and analyzed descriptively and inferentially.

It was found that managers in the telecom firms use transactional leadership styles and authentic leadership styles to enhance employees’ creativity. The work climate fostered employees’ creativity and encouraged their innovation. The prevalence of work-related flow enhanced employees’ job performances. The innovative climate mediated the effect of authentic leadership on employees’ creativity, but moderated the effect of transactional leadership on the employees’ creativity. Work-related flow also moderated the effects of both authentic and transactional leadership styles on employee creativity. It is concluded that managers in telecom firms influence their followers’ creativity by altering their leadership styles in accordance with the given situation to achieve organizational goals.

The study sample was drawn from a single sub-sector of the Ghanaian economy. This represents a limitation, for which the findings cannot be generalized. Replications and extensions of the study in different industrial sectors will help test the robustness and generalizability of the findings.

This study has shown that managers of telecom firms in Ghana can cultivate and nurture the creativities of their employees toward increased performances by creating conducive psychosocial work climate that supports innovativeness, and use the requisite authentic and transactional leadership skills in the conduct of their managerial functions.

To analyze the influence of emotional intelligence on team performance, knowledge sharing, team conflict, and the structure mechanism, the influence of knowledge sharing, team conflict, the structure mechanism, and emotional intelligence on team performance, and the influence of emotional intelligence on team performance through knowledge sharing, team conflict, and the structure mechanism.

This research uses the quantitative research method and is included in explanatory research. Data collection was done cross-sectionally. This research was conducted at provincial hospitals in South Sulawesi and in Central Sulawesi.

Emotional intelligence directly influences knowledge sharing, conflict in teams, the structure mechanism, and team performance. There is a direct influence of knowledge sharing, team conflict, and the structure mechanism on team performance. Then, there is an indirect influence of emotional intelligence on team performance through the mediation of knowledge sharing, team conflict, and the structure mechanism.

The novelty of this research is in its effort to observe the mediation of knowledge sharing, team conflict and the structure mechanism with other variables developed in the research model. No previous studies have found a relationship between emotional intelligence and team performance, knowledge sharing, team conflict, and the structure mechanism, or the influence of knowledge sharing, team conflict, the structure mechanism, and emotional intelligence on team performance.