Requirements for destination management organizations in destination governance: Understanding DMO success

In current conceptualizations of destination management, destination management organizations (DMOs) are required to act as network managers. Previous research claims that DMOs capable of actively fostering collaboration between destination stakeholders are key to ensuring a destination's competitiveness. Yet, empirical investigations concerning the role of DMO success in establishing the competitiveness of destinations are rare. Even less is known about determinants of DMO success. Therefore, the main objective of this study is to better understand DMO and destination success by investigating the role played by networking capability. One key insight is that the effect of networking capability works through increased DMO authority, i.e. enhanced power and acceptance of the DMO within the destination network. Besides the advances in terms of content, our research also offers a relevant methodological contribution by introducing a recently developed approach in mediation analysis, which has so far received little attention in the tourism literature.     

创建新时期“教工之家”,构建和谐校园

按照:家有组织、家有民主、家有创新、家有活动、家有温暖,围绕中心服务大局开展创建新时期"教工之家"活动,是增加基层工会活力,提高基层工会工作整体水平的有效形式,对于协调劳资关系,调动教职工积极性,推动教育改革和发展具有重要作用。     

基于机会成本的铁路公益性运输收益损失计算方法

建立铁路公益性运输的核算制度能有效解决铁路公益性运输与商业性运输收益核算模糊的问题。引入机会成本的概念，定义铁路公益性运输收益损失为按照商业性运输的成本收益率而计算的理论平均收益与实际收益的差值，提出一种铁路公益性运输的收益损失核算方法。重新划分铁路公益性运输的范围，提出三级结构的铁路公益性运输划分方法，介绍了基于此方法划分的七类公益性运输如何获取成本与收益的相关数据。     

The dark side of organizational improvisation: Lessons from the sinking of Costa Concordia

High-reliability organizations operate in highly regulated sectors in which the main concern is ensuring the safety of people and goods. Despite high levels of formalization, organizations have to be sensitive to contingent situations and ready to face the unexpected, so the role of the people in command remains crucial. When unanticipated events and contingencies arise, organizational improvisation comes into its own. Improvisation is the deliberate fusion of design and execution in a novel production entailing the cognitive, rational, and event intuitive interpretation of prescribed rules and standards of conduct at various levels of aggregation. Standardization and improvisation are often represented as two conflicting demands rather than as necessarily interdependent; hence, the possible presence of improvisation in high-reliability organizations has been left underexplored. While most of the extant studies on improvisation have stressed the wisdom of improvised choices, not all improvisations are so successful. In this article we illuminate the dark side of organizational improvisation by analyzing the notorious case of the sinking of the Costa Concordia. The case shows how conformity to the formal adoption of standards and compliance to them can provide a shelter under which impromptu adaptation can be pursued, expressing the negative side of improvisation.     

粤港澳大湾区背景下茂名新经济组织党建思路分析

在中央和广东省大力推进粤港澳大湾区建设的背景下,对茂名经济高质量发展提出了更高的要求。当前,茂名新经济组织党建工作存在各种各样的问题,导致党组织的引领作用难以发挥,影响经济的稳步发展。论文结合茂名新经济组织党建工作的具体问题进行探究,提出针对性的解决对策,希望使茂名新经济组织中党组织的作用和价值得到充分发挥。     

高校基层党组织建设新方法探索

高校基层党组织是党的建设的重要组成部分。当前高校基层党组织建设存在着组织机构设置不合理、党员意识淡薄、党组织活动方式陈旧等几方面问题。新形势下,高校基层党组织建设应与时俱进,改革创新,通过优化党组织设置、加强党员队伍建设、创新工作和活动方式、抓好阵地建设等途径,围绕中心服务大局,充分发挥基层党组织的在高校工作中的战斗堡垒作用。     

制约与优化：我国农村基层社会组织制度环境中的政府因素分析

制度环境在很大程度上影响和制约着农村基层社会组织的发展。有效制度供给不足、价值取向偏差、行为效度有限是当前我国农村基层社会组织制度环境中的主要政府制约因素。优化农村基层社会组织的制度环境,应消除模糊认识,端正官员态度,明确政府责任;应改革和创新社会组织管理体制机制,完善相关法律法规,加大培育扶持力度和规范引导。     

Struggles in organizational attempts to adopt new branding logics: the case of a marketizing university

Recent research underlines that strong branded identities are created through co-creational processes in which multiple stakeholders are actively involved and brand identities are matched with cultural, political, and economic forces in society. However, there is a lack of in-depth research into how organizations attempt to adopt new branding logics. To address this research gap, we conduct a study of a university that is rebranding itself in accordance with a new market-oriented, service-dominant logic. While harmonic value co-creation between the brand and stakeholders is emphasized in an earlier literature, our study shows that attempts to adopt these logics trigger contradictory and adversarial interpretations among stakeholders about the role and identity of the focal actor vis-à-vis their own. We conclude that adopting new branding logics involves struggles and dynamics of power and resistance, which have passed unnoticed in earlier research. Resistance is not only targeted toward the brand's symbolic meanings and conducted by marginal consumer groups to enhance their own identities. Rather, it can also be targeted toward the tangible resource roles that stakeholders are expected to assume vis-à-vis the brand, and conducted by various stakeholder resistors – with the outcome of undermining and shifting the essence of the brand itself.