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The purpose of this paper is to examine how residualisation is experienced across a supported housing provider in an English county. The analysis is in three parts: firstly, it focuses on organisational provision, including impacts of change on decisions on market entry and exit; secondly, it reviews evidence on service provision and the adaptations services are making to reflect the changing pressures of the sector; finally, it considers the impacts on service delivery and the experiences of those that rely on the provision.

The analysis uses interview data across the organisation, together with material from the UK Government department consultation (2017) and a UK Parliamentary Select Committee inquiry (2017) to examine the impacts across the different tiers of service, including the day-to-day experience of residualised services for those that deliver and receive that support.

The paper concludes that residualisation is a direct outcome of the neoliberalisation of welfare states, introducing limits to state involvement and funding, a greater emphasis on quasi-market involvement in the sector and a shifting of responsibility from government to individuals.

It not only demonstrates the impacts of reducing state support on the supported housing sector but also emphasises the importance of residualisation as a conceptual framework applicable to the wider implications of austerity and neoliberal ideology.

This paper demonstrates the way that the burden of responsibility is being shifted away from the public provision of support and onto the individuals. This can be problematic for the individuals who are vulnerable as a result of their economic medical or social circumstances.

The retreat of the state from supported housing is both a political change and an austerity-led change. This article provides insight from a single-supported housing provider. In so doing, it illustrates the pressure such an organisation is under.

This paper provides a unique insight from the perspective of all levels of a supported housing service provider, combined with the analysis of government consultation and parliamentary inquiry.

The authors in this paper aim to investigate the performance of different portfolios of REITs which specialise by property type compared to the performance of a diversified free-float market capitalisation-weighted benchmark index to determine whether superior risk-adjusted returns can be achieved.

First, the authors examine the performance of portfolios constructed using the criteria of equal weight, minimum variance, maximum Sharpe and risk parity rather than free-float market capitalisation. Second, the authors apply an automated trading strategy of trend following to see if this filter will improve risk-adjusted returns.

The two-step process of forming combinations of REIT sectors with the subsequent addition of a trend following overlay can offer clear benefits relative to a passive benchmark investment.

Although three of the four strategies were shown to outperform the benchmark index on a risk-adjusted basis, one issue was that the efficient portfolios tended to have large weightings to relatively few sectors. The authors also found that maximum drawdowns (losses) of the strategies tended to be rather high, as was the benchmark.

The methods outlined in this paper can be applied to construct superior risk-adjusted REIT portfolios globally.

Although studies have been undertaken separately on REIT specialisation and trend following in equity and commodity markets, this paper is the first to combine the two topics, and therefore has particular value for real estate fund managers globally.

HFS pieces together a collage of lodging, car rental, real estate, and related businesses. With its latest merger, the whole may become greater than the sum of its parts.

This paper aims to discuss how the tourism industry is contending with the economic and interorganizational challenges wrought by the COVID-19 outbreak and heightened by a lack of communication between the government and local businesses in the state of Israel. The researchers examine the dependency of the tourism industry on the general preparation programs that were developed and are currently being deployed by the relevant national stakeholders and question whether instead, it should use the pandemic as a catalyst for formulating its own nuanced tourism-travel-and-hospitality-oriented strategies and procedures.

Applying an ethnographic-based mix-methods research approach, this paper draws on insights from data compiled by fusing existing theoretical and emerging practical knowledge with empirical research (qualitative and quantitative) conducted among numerous relevant macro (governmental/centralized industry) and micro (hotels, travel and tourism operators and service providers) stakeholders as well as potential consumers.

It is essential that national and local government bodies form collaborative interorganizational relationships with local stakeholders to jointly activate case-specific hospitality and travel-specific risk mitigation management strategies. Moreover, the pandemic laid bare the tentative and fragile nature of the globalized tourism industry supply and demand chains, a condition that may be remedied via a pivot toward using national or even regional supply chains and goods and service providers. Within Israel, such changes could lead to increased economic benefits that extend beyond the tourism industry to provide certain security-related benefits.

Relating to idiosyncratic factors relevant to an Israeli cultural context, this paper uses the ethnographic field-borne familiarity of the researchers with the tourism and travel industries in Eilat and the Dead Sea to offer applicable suggestions for leveraging certain industry resources to both meet the demands of the present-day circumstances and cultivate a multifaceted organizational web of macro and micro social, economic and environmental networks so as to foster a more diversified and therefore resilient local tourism and travel economy.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.