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At the beginning of the nineties, the Danish construction market was in the midst of a severe slump (Eurostat, 1995). At the same time, the German market was beginning to boom, due to the process of unifying the two German states (European Construction Research, 1995). Because of the poor home market circumstances, many Danish construction industry actors, including individual architects and architectural firms, attempted to find work in Germany (Halskov, 1995). However, the aspirations of most of these actors were dashed. By 1996, many of the largest Danish civil engineering and contracting firms had lost billions of Danish kroner, and a great number of small firms, typically architectural firms or subcontractors in the construction process, had also experienced severe losses, some of which had jeopardized the very existence of these firms (ibid.). This turn of events surprised both insiders in the Danish construction industry and the general Danish population as both groups believed that Denmark has high construction standards and that the most of the firms that had attempted operations in Germany were technically competent and had sound domestic business policies.

Project business as a mode of operation is currently very prevalent on international business-to-business markets, and project-related services are an important part of most projects. However the way to market these types of services is under-researched in mainstream marketing literature. Therefore, via a multi-lingual literature review, this article scrutinizes four marketing schools for frameworks relevant to the marketing of project-related services: project, services, transaction, and interactive business-to-business marketing. The analysis shows that the project marketing concepts better capture key aspects of marketing project-related services internationally than do the mainstream service marketing concepts. However, the analysis also suggests that a pluralist approach may be useful when marketing of project-related services, as some frameworks from other marketing schools are also suitable. On this basis, suggestions for marketers of project-related services are presented, and a research agenda for academics concerning the study of project-related services both internationally and domestically is suggested.

We contribute to the literature on institutional and organizational change by integrating two related areas of study: the theory and methods of analysis informed by the research on institutional logics and historical-event sequencing. Institutional logics provide the theory to understand how the content of culture influences organizational change; historical-event sequencing reveals the underlying patterns of cultural transformation. We apply this dual perspective to the cases of institutional stability and change in organizational governance in three industries: accounting, architecture, and higher-education publishing. Research on governance has focused on changes in organizational design between markets, hierarchies, and networks. Missing from this research is an understanding of how institutions at the wider societal level motivate organizations to adopt one of these governance forms over another. We examine how the governance of firms in these industries has been influenced by the institutional logics of the professions, the market, the state, and the corporation by focusing on three mechanisms – institutional entrepreneurs, structural overlap, and historical-event sequencing. Overall, our findings reveal how accounting was influenced by state regulation producing a punctuated equilibrium model, architecture by professional duality producing a cyclical model, and publishing by market rationalization producing an evolutionary model of institutional change in organizational governance.

The concept expressed by the phrase ‘accessible tourism’ reflects a case of which there is a lot of talk through the means of communication and through which it is possible to promote a theme that must be at the heart of individual subjects, or the accessibility to the use of public transport and mobility, catering and leisure, so it is a concept that aims to encourage a connection between the various services to make them truly usable for all those people who have diverse needs: children, the elderly, mothers with strollers, people with disabilities who move in a wheelchair or who have difficulty walking, people who have limitations in the upper and/or lower limbs, people who do not see and/or do not hear, who have allergies or intolerances to environments or food. Tourism is, therefore, inclusive. In any case, the word accessibility is configured as an ideal towards which, in order to achieve equality of rights and duties, an equality allows the individual to participate in social life as a whole. Therefore, we must not limit the aforementioned concept, only in relation to tourism, but we must consider it in a broader sense, for example, the World Health Organization (WHO) defines it as the ‘possibility of accessing the benefits that everyday life can offer, without encountering architectural barriers’.

The tourism sector, first of all, is that sector that has felt the need to pay attention to this issue. In particular, the tourism sector sees on the one hand the tourist offer that is proposed by the accommodation businesses, and on the other, the demand characterized by the need to satisfy ever more varied needs.

Accessibility, from this point of view, is configured as the most important feature that the tourist offer must have because it allows to bring the demand closer to the offer, managing to satisfy all the needs inherent in the characteristics of the various subjects. The characteristics that the tourism sector must possess in order to be able to speak of accessibility are as follows: firstly, this important word contains many meanings. It is customary to consider the following aspects in order to take into consideration the concept of accessibility: architectural barriers, sources of danger and sources of fatigue. The presence of these elements makes accessible tourism incomplete because it cannot satisfy the users of these services.

Very often, in fact, institutions and ministries have framed within the concept of accessibility all those people in wheelchairs or those paraplegic subjects, as well as all those people with reduced motor skills.

It is therefore necessary to be able to frame the users of accessible tourism and in this wake to propose accessible transport, viable accommodation facilities, but also proposals and programs with itineraries that are once again accessible. In any case, the audience of recipients of accessible tourism cannot be framed in a certain and definitive way, since people with reduced mobility or to whom the offer of accessible structures and services is extended may concern not only subjects with different types of disabilities such as problems of motor, sensory, cognitive or health type but also people who have food-type difficulties such as, for example, people with food allergies or intolerances.

Tourist accessibility is, however, a problem that occurs in every situation of everyday life. The solution to solve the problem of accessibility must be implemented consistently and gradually: a shared awareness of the creation of a built, urban and building space is needed, as well as consultation at all legislative levels in order to reach a clear and efficient legislation.

Making every guest feel like an active protagonist of their tourist experience must be the goal for all those who care about the well-being and satisfaction of all their guests.

BeingBeing able to offer accessible hospitality is an indicator of not only efficiency and professionalism but also great attention to the quality of the service, also in the face of specific requests from guests with disabilities. It means being able to be highly competitive and enjoy an advantage that allows you to stand out.

Tourism companies can insert important ethical values within their strategic business vision by investing in a social business.

What are the advantages that accessible hospitality can offer to a hotel? The expansion of the market through: 1) the increase in seasonality; 2) the increase in turnover; and 3) customer loyalty.

To achieve these advantages, however, it is necessary to adopt strategies.

Training is the most powerful tool through which those who govern the company can transfer the philosophy and know-how of industry experts on accessible hospitality directly to their collaborators, both in positions of responsibility and coordination and merely executive personnel – skills necessary to set up an organized structure that aims at the best quality of its services and therefore at the satisfaction of its guests.

While inter-organizational collaboration concerns processes of organizing between firms, it is always initiated and enacted by individual people who perceive a need for collaboration. This chapter takes the perspective of these actors and their efforts to seek collaboration as they pursue an agenda for change. Collaboration processes are thus conceptualized as path creation and internal strategizing. The chapter focuses specifically on how actors sell the need for collaboration internally and how they draw on their external network to promote change. It illustrates this process of issue selling and collaboration with six case studies in the area of new product development, new forms of network governance, and network-wide change of business practices. Comparing these more or less successful trajectories highlights the relevance of the relational context in issue selling, the role of intentionality within emerging processes, and interplay between external collaboration and internal strategizing.