Leisure Research and Leisure Practice: Three Perspectives on Constructing the Research?Practice Relation

The leisure research?leisure practice relation remains uncertain. Assuming leisure provides a preexisting link is not supported by research. Leisure research and leisure practice are independent professional paradigms between which a relation must be constructed. Three perspectives on constructing the research?practice relation are examined in this article: the traditional, the personal, and the critical. The benefits approach to leisure is a test case in each perspective. The traditional and personal perspectives subordinate one professional paradigm to the other or intensify their separation. The benefits approach fails to resolve these difficulties. The critical perspective emphasizes developmental activity and emancipation, facilitates research?practice interaction, and maintains the professional paradigms' integrity, and it reveals shortcomings in the benefits approach. The critical perspective enables the most dynamic research?practice relation.     

A Falling of the Veils: Turning Points and Momentous Turning Points in Leadership and the Creation of CSR

Contemporary organizations often reciprocate to society for using resources and for affecting stakeholders by engaging in corporate social responsibility (CSR). It has been shown that CSR has a positive impact on employee attitudes. However, not all employees may react equally strongly to CSR practices. Based on socio-emotional selectivity theory (Carstensen in Science 312:1913–1915, 2006), we contend that the effect of CSR on employee satisfaction will be more pronounced for older than for younger employees, because CSR practices address those emotional needs and goals that are prioritized when people’s future time perspective decreases. In one multi-source field study (N = 143) and one experimental study (N = 500), we demonstrate that CSR indeed has a stronger positive effect on employee satisfaction for older relative to younger employees. Accordingly, engaging in CSR can be an attractive tool for organizations that aim to keep their aging workforce satisfied with their job.     

Progress in tourism and destination wellbeing research

A proliferation of research in recent years has revealed a myriad of relationships between tourism and the concept of wellbeing. These include health benefits of visiting tourist destinations, a product focus on wellness and maintaining good health. Broader interpretations emphasize the complex ways in which tourism can influence the emotional, psychological, cognitive and spiritual dimensions of wellbeing, both for tourists and for destination communities. This study reflects an emerging paradigm shift that incorporates a deeper appreciation of the benefits derived at the destination level from a focus on health and wellbeing. The study highlights three key perspectives, namely the tourist, the destination community and the destination itself. The study concludes that research in this area is critical to the future development, management and marketing of sustainable and competitive destinations with the wellbeing of tourists, their destination host communities, and the overall destination experience, critical to their ultimate success.     

Managers' Personal Values as Drivers of Corporate Social Responsibility

In this theoretical paper, motives for CSR are considered. An underlying assumption is that the commercial imperative is not the sole driver of CSR decision-making in private sector companies, but that the formal adoption and implementation of CSR by corporations could be associated with the changing personal values of individual managers. These values may find expression through the opportunity to exercise discretion, which may arise in various ways. It is suggested that in so far as CSR initiatives represent individuals' values, so the responsibility in evidence is less obviously corporate. Our emphasis on personal initiative is intended to counter a tendency to view the corporation as the agent, and may serve to remind us that individuals can, indeed, make a difference.     

Designing and implementing global staffing systems: Part I—Leaders in global staffing

The creation of global HR systems remains a real challenge. This article provides an indepth look at six organizations—Agilent Technologies, Dow Chemical Company, IBM, Motorola, Procter and Gamble, and Shell Oil—that have instituted globally standardized staffing tools and systems. The systems they have created and the challenges they have faced are described. © 2003 Wiley Periodicals, Inc.     

Banking Regulation and Collateral Screening in a Model of Information Asymmetry

Journal of Financial Services Research - This paper explores the impact of banking regulation on a competitive credit market with ex-ante asymmetric information and aggregate uncertainty. I...