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211.
Emma P. Y. Wong Thomas G. Bauer Kevin K. F. Wong 《International Journal of Tourism Research》2008,10(3):193-206
This study examines how mutual learning can potentially enhance the destination competitiveness and sustainability of Hong Kong and Singapore. By comparing the recent tourism policies of the two city states, and by interviewing key government officials, major industrial players, academic experts and representatives of international tourism organisations, it was found that both governments can learn from each other in various aspects. The Hong Kong government can learn from its Singapore counterpart the recognition and proactive support it provides to the industry, its visionary leadership, and its eagerness to learn. At the same time, the Singapore government can learn from Hong Kong in promoting entrepreneurship within the tourism industry. Copyright © 2008 John Wiley & Sons, Ltd. 相似文献
212.
Astrid Reichel Mila Lazarova Eleni Apospori Fida Afiouni Maike Andresen Janine Bosak Emma Parry Silvia Bagdadli Jon P. Briscoe Martina Gianecchini Pamela Suzanne Mami Taniguchi 《Human Resource Management Journal》2023,33(1):129-147
Paid parental leave and externally provided childcare are social policies designed to enhance parents' labour force participation. These policies influence not only men's and women's decisions regarding their labour market activity but also organisational decision makers' (ODMs) expectations about their employees' availability to work and thus, their willingness to invest in their employees' human capital. Using a sample of over 13,000 individuals from 19 countries, we investigate the interaction between gender and social policies on human capital development practices. In line with statistical discrimination theory, which suggests that ODMs hold different expectations about female and male productivity, we find that paid parental leave and externally provided childcare are negatively associated with the provision of human capital development for women but not for men. 相似文献
213.
In this article, we use Snell & Morris' (2021) new HR ecosystem framework to empirically examine strategic fit and alignment tensions for knowledge-intensive organizations and professional knowledge workers. Rich data were collected through in-depth interviews with 75 members of faculty engaged in knowledge-intensive work for Business and Management Schools (B&M), and the analysis of strategy documents. The application of the framework enables us to contribute to dynamic capabilities theory and SHRM in four ways. Firstly, drawing on the findings, we propose an adapted HR Ecosystem framework for analyzing knowledge-intensive organizations, which incorporates tensions across the four subsystems of an HR ecosystem (strategy, capabilities, composition, and cultures). These tensions are shaped by interactions within and between levels (meso, macro and micro) and ecosystems. Secondly, our findings underscore the need for knowledge-intensive organizations to engage with a plurality of collaborative and competing internal and external stakeholder interests, including those of knowledge workers who constitute key organizational stakeholders. Thirdly, our analysis shows how the views and behaviors of internal organizational stakeholders are affected by ecosystem dynamics within and beyond the physical boundaries of an organization. Fourthly, we reveal how conflicting organizational cultures connect with other HR ecosystem subsystems to constrain collegialism and cohesion. By evidencing how knowledge-intensive organizations are in a constant flux of alignment and misalignment, the article demonstrates the value of the HR ecosystem framework in examining and informing SHRM in organizations in other industries. 相似文献