Spatial patterns of leisure travel by trip purpose

This article reports the problems encountered and procedures developed to conduct a secondary analysis of the 1977 National Travel Survey. Using the travel regions developed by the Travel Industry Association of America, these procedures were applied in an analysis of the interregional distribution of leisure travel by trip purpose. The results indicate that differences in travel patterns exist among different leisure purposes; that the South and Great Lakers were the major attractor and generator, respectively, of leisure travel for all purposes; and that interaction existed across purposes betweent the New England and Eastern Gateway regions and between the Mountain West and Far West regions.     

Corruption and private participation infrastructure projects: The influence of vicarious experience and national animosity

This paper investigates the influence of vicarious experience and national animosity on the relationship between corruption and the performance of private participation infrastructure projects. Our analysis of 27,264 projects in 114 countries from 1997 to 2013 shows that higher levels of corruption are associated with higher risk of project failure. We also find that this effect is weakened by the presence of other firms from the same industry, as firms may learn from other companies how to deal with corruption. In contrast, we find the effect is strengthened by the presence of other firms from different industries. This result is due to a lower applicability of knowledge and to an increase in national animosity and discrimination from local stakeholders.     

The Interplay between National Cultural Dimensions and Components of a Performance Management System: A Qualitative Study from Pakistan

This paper examines the interplay between national cultural dimensions and the design, enactment, and experience of a Western model of a performance management system (PMS) in a non‐Western setting. Data from four organizations in Pakistan indicate that domestic organizations are designing their PMSs in accordance with Western practices. Additionally, it reveals that during enactment and experience, the cultural values of low assertiveness, high in‐group collectivism, and high power distance interact, although to varying degrees, with continuous feedback, appraisal meetings, final ratings, outcomes, and objective setting. Thus, while convergence in design reflects the far‐reaching influence of globalization, divergence is attributable to cultural values which act as a deep‐rooted force during enactment.