Semiotic knowledge toward heritage product in tourism industry： A case of Terengganu

In order to provide an appropriate context for the current state of the heritage product in tourism industry, semiotic knowledge become an important role to know deeply the identity, philosophy, and also the meaning of behind the actual product. Scott （2000） stresses the requirement of aesthetic and semiotic content in a creative product, instead of creativity. But, how many of retailers and salespersons in heritage product believe the semiotic as knowledge to present the product and opportunities in their selling？ According to Kotler （2000） a good personal selling will provide a detailed explanation or demonstration of the product. The message can be varied by the salesperson to fit the motivations and interests or each prospective customer. So, the purpose of this paper is to closely examine the level of awareness among retailers and salesperson toward the important of semiotic knowledge as part of strategic persuasion in a selling process. This survey study will develop a sample among retailers and salesperson in Kuala Terengganu as a respondent who give the feedback to fulfill the research questions.     

Rationality of escalating commitment in information systems project management： An inter-disciplinary perspective

Escalation of commitment has been linked to losses in information systems （IS） projects. Understanding the nature and the rationality of escalation allows the firm to promote optimal project management practices. This study takes an inter-disciplinary approach and draws on research from economics and management to create a model of irrational escalation and a model of rational escalation. The forces that contribute to irrational escalation include the responsibility of the same manager for both the project selection and project continuation decisions that create proneness to self-justification, the potential for negative framing of decision options due to large sunk costs, the proximity of project completion and the presence of organizational inertia. Identifying these irrational escalation factors helps design appropriate de-escalation techniques. The rational escalation model draws on the real option theory and the bandit process theory to identify conditions when project continuation is justified by the value of information and the value of flexibility that the firm receives from continuing the project.