Communicating across tourism silos for inclusive sustainable partnerships

Abstract

Overcoming traditional tourism silos to develop long-term relationships with stakeholders is essential for transformational change. Adopting broader networks connects researchers to pertinent issues facing society, develops reciprocal capacities for learning, and creates inclusive sustainable partnerships. As critical tourism scholars and not-for-profit employees, we illustrate the journey of how we engaged collaboratively with diverse stakeholders, from businesses, not-for-profits and the university, to tackle issues of economic disadvantage and social exclusion. Critical hospitality and dialogue theory were adopted to provide a framework for the processes of collaboration, research, networking, and advocacy work for inclusive sustainable spaces. Drawing on our involvement with co-founding a collaborative research network, the Network for Community Hospitality, and analysis of data from two Ketso workshops and interviews with 41 network members, we present reflections on setting up and facilitating the network. In addition, two examples of collaborative Network activities are presented to illustrate the techniques and dialogic communication processes for doing critical hospitality. The article thereby contributes by providing empirically informed and reflexive understandings into the experiences of working and communicating within long-term inclusive partnerships with diverse stakeholders to create traction for positive social sustainable change.     

Is there a “Dark Side” to Monitoring? Board and Shareholder Monitoring Effects on M&A Performance Extremeness

Research summary: W e investigate the effects of monitoring by boards of directors and institutional shareholders on merger and acquisition (M&A ) performance extremeness using a sample of M&A deals from 1997 to 2006. Both governance research and legal reforms generally have espoused a “raise all boats” view of monitoring. We instead investigate whether monitoring may serve as a double‐edged sword that limits CEO discretion to undertake both value‐destroying M&A deals and value‐creating ones. Our findings indicate that the relationship between monitoring and M&A performance is more complex than previously believed. Rather than “raising all boats” in a shift towards better M&A outcomes, monitoring instead is associated with lower M&A losses, but also with lower M&A gains . Managerial summary: M ergers and acquisitions (M&A s) are a quintessential corporate activity. There were $3.8 trillion worth of M&A deals in 2015, despite scholars and practitioners reporting that M&A s often perform poorly. We question the widespread belief that more vigilant monitoring by boards of directors and large shareholders will raise M&A performance, overall. Put differently, does monitoring constrain CEO s' discretion to pursue bad deals, while simultaneously encouraging them to pursue good ones? We find that monitoring limits both large M&A losses and large M&A gains. Contrary to widely held beliefs, our results indicate that constraining executives' ability to pursue value‐destroying M&A deals does not simultaneously encourage or enable CEO s to pursue value‐creating deals . Copyright © 2017 John Wiley & Sons, Ltd.     

Canadian Exports of Livestock and Meat to the United States

Canadian exports of beef and live cattle to the United States have increased significantly since the late 1980s. Hog and pork exports have increased since the mid-1990s. Major factors affecting exports of beef, pork, cattle and hogs from Canada to the United States include the exchange rate, increased Canadian production, Canada-U.S. price differentials and trade liberalization under the Canada-United States Free Trade Agreement of 1989. Increased Canadian exports have resulted in small but significant reductions in U.S. domestic prices of beef, pork and hogs.     

Instituting the marketing concept in a multinational setting: The role of national culture

A growing concern among international marketing managers is how to increase the market orientation and thereby performance of their transnational organizations. This study broaches this issue by investigating how the marketing concept, the heart of the market orientation, may be established in a multinational setting and the effects of national culture on that process. From a wide array of literature, the authors construct a theoretical framework and propositions on how global organizations may transform this philosophy from an abstract platitude to an operational reality. Their findings suggest that the process consists of complex, interdependent steps—interpretation, adoption, and implementation of the marketing concept. Cultural values shape interpretation and facilitate or impede adoption and implementation. The overall framework and findings can be used to guide institutionalization of the marketing concept across the organizational span, in particular by anticipating culture-based reactions from international subsidiaries. Cheryl Nakata is an assistant professor of marketing at the University of Illinois at Chicago and received her doctorate from the same institution in 1997. Her work appears in theJournal of Marketing, Journal of International Business Studies, Journal of Product Innovation and Management, Marketing Science Institute Working Paper Series, International Marketing Review, and other publications. Her primary interests are in global marketing and marketing management and strategy. K. Sivakumar (Ph.D., Syracuse University, 1992) is the Arthur Tauck Professor of international marketing and logistics at Lehigh University. His research interests include pricing, international marketing, and technology management. His research has been published or is forthcoming in theJournal of the Academy of Marketing Science, International Marketing Review, Journal of Business Research, Journal of International Business Studies, Journal of Marketing, Journal of Marketing Theory & Practice, Journal of Product Innovation Management, Marketing Letters, Pricing Strategy & Practice, and other journals. He has won several awards for research and is on the editorial boards of six scholarly journals.     

The acceptability of different types of soymilks available in Cape Town in consumers from high and low socio‐economic areas

The aim of this study was to determine the knowledge and acceptability of soymilk (defined as consumption pattern/usage and taste) by adult consumers, residing in different socio‐economic areas (low vs. high) in Cape Town. The study population of 214 participants were selected using convenience sampling. A questionnaire was developed in order to obtain demographic data (four items); basic general knowledge of soymilk (four items); and acceptability of the tested products (consumption patterns and taste) (eight items). There was a significant difference between the two groups (P = 0.000) regarding basic knowledge of soymilk, with significantly more in the high socio‐economic area (HSEA) having a score of at least 75%. Gender (P = 0.082) and age (P = 0.122) did not have a significant impact on the consumption patterns of soymilk. There was no significant difference between the two groups with respect to current usage (P = 0.228) and frequency of use (P = 0.213) of soymilk. However, a significantly smaller group (P = 0.000) of participants in the low socio‐economic area had previously tasted soymilk compared with those in the HSEA (16.7% vs. 41.5%; P = 0.000). In conclusion, socio‐economic status appeared to be associated with knowledge of soymilk. No significant differences with regard to gender, age or current usage in the two groups studied were noted.     

How Kimberly‐Clark Uses Real Options

During the past five years, Kimberly‐Clark (K‐C) has faced a familiar management challenge: How can senior managers bring the rigor and discipline used to make daily operating decisions to the uncertain and risky world of innovation? The challenge was particularly acute at K‐C because the company is well known for its reliance on Return On Invested Capital (ROIC) and Discounted Cash Flow (DCF), both measures that are widely believed to lead to undervaluation of projects with risky upside potential. This article discusses how and why K‐C adopted and now uses the real options approach to project evaluation and management. The authors also share some lessons learned during the adoption process, including how the company adapted the real options framework to its own circumstances and requirements. The K‐C experience shows that successful adoption rests on a number of factors that have less to do with the rigor or precision of quantitative models than with matters of corporate process and organizational design.     

Bank-led restructuring in Poland (II): bankruptcy and its alternatives

Poland's 1993 Enterprise and Bank Restructuring Programme (EBRP) provided for the resolution of problem loans through bank-led or court-led workouts, liquidation, or loan sales. This paper examines the workings of three traditional exit processes - court-led conciliation, bankruptcy, and state enterprise liquidation. Neither bankruptcy nor court conciliation as currently designed gives creditors in Poland enough control over firsm in financial distress. Suggested improvements in design need to be complemented by strong economic policies that give banks and other creditors powerful incentives to use these debt collection mechanisms. The most problematic of the three exit routes is state enterprise liquidation, and although on paper designed for solvent firms, it is often used to get around bankruptcy and keep debtor management in control of assets for as long as possible. Now that the special bank conciliation process has expired as an option, Poland should shift its energies to improving traditional, broadly applicable exit and workout processes.