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The Asian paradigm is more than just a demonstration of visually impactful behaviors and practices by hospitality establishments that can be explained by their different Asian cultural backgrounds and reinforced by training; it is focused on the customer, leveraging of the commercial environment while highlighting, not hiding, cultural and destination differences to give people more reasons to visit and repeatedly use their properties. This chapter examines to evaluate transferability of Asian paradigm in hospitality management concepts to non-Asian countries; what and how Asian paradigm in hospitality management can be transferred. For the detailed level on examination and discussion of transferability of Asian concepts, the chapter includes case of Shangri-La Hotels and Resorts for operators’ point of view.

This papers aim is to test the relationships between the Dominant Social Paradigm (DSP), materialism, environmental concern, and environmental behaviours, in four Asian economies. It examines the relationships between these constructs and identifies that the model of the relationship is applicable in regions with different cultural foundations.

A sample of 1,174 consumers from four Asian economies with a strong Chinese background – mainland China (364), Hong Kong (260), Taiwan (289), and Singapore (261) – were recruited through an international online panel provider. Structural equation modelling was used to test the hypothesised relationships in the proposed model.

The relationships within the model were all confirmed, with the exception of the link between the DSP and environmental concern, which was positive, which suggests that within these Asian economics there may be a realisation that consumption and the environment are intertwined. DSP was found to influence the dimensions of materialism and materialism negatively impacted on environmental concern. Environmental concern in turn increased direct and indirect environmental behaviours.

This research is the first to look at the application of the Dominant Social Paradigm in Asian economies and shows that it applies in that context, although the relationships do differ to those identified in past research in Western economies. The model linking the DSP, materialism, environmental concern and environmental behaviours showed that most relationships are generalisable. However, the positive relationship between the DSP and environmental concern suggests that consumers in Asian economies appear to make a connection between consumption and its environmental impacts.

The purpose of this paper is to suggest an emerging paradigm by synthesizing what is presented at an Asian Productivity Organization (APO) study meeting. The meeting focuses on business strategy development. The author acts as the Chief Facilitator during the meeting. The paradigm is intended to help CEOs of firms in Asia to re‐model their businesses in light of rising, innovative China.

The APO (Japan) and China Productivity Center (Taipei, Taiwan) recently organized a Taipei study meeting. The theme of the meeting was on “post‐global financial crisis, (small, medium sized enterprises) SMEs' business development strategy”. In‐depth, rich experiences were shared during the discussion following the presentations. Founding CEOs, Presidents and senior leaders from industry were involved from the following countries: India, Indonesia, Iran, Japan, Korea, Malaysia, Philippines, Singapore, Taiwan, Thailand, and Vietnam. Reflecting upon the materials presented, the author develops, through synthesis, an emerging Asian paradigm for evolving newer business models as part of organizational strategy development.

People always compete in the future. For businesses, besides keeping old customers, it is about the winning of contracts. For example, in the telecom industry, there is intense competition to produce newer, more innovative hand‐held devices. In the coming years, products using Chinese innovation will actively compete in the global marketplace. This pan‐Asia paradigm is useful for CEOs to begin to think about re‐shaping their business model to compete in the next wave.

Since the industrial age and up to very recently, ideas, concepts, methods, techniques, inventions, innovations and business models have been “borrowed” from the West by Asians and adapted to local environments. With the global crisis and consequently a deep weakening of Europe and the USA, there is a growing consensus among top management in Asia: that new thinking on management, for example in business modeling, ought to be drawn from the East. Thus, it is timely for the APO to be organizing such a study meeting.

This paper aims to examine a number of Asian hotel companies to identify the hurdles and provide recommendations for those companies expanding internationally. Many Asian-based hotel companies have made their strategic choice to expand beyond their home territories by opening and managing hotels in non-Asian destinations to achieve growth. This is a strategic decision that other Asian hotel companies will eventually have to face when they follow their customers’ footsteps and/or enhance their brand awareness in non-Asian destinations for greater market penetration and other network advantages.

This is a review article that analyzes Asian hotel groups’ development practices based on content analysis of published references. The 2012 Hotels 325 list, the leading source of news and analysis for the global hotel industry, is used to identify the top Asian hotel management companies in the world. Their history is traced to examine key success factors for their growth and to identify issues and concerns for such companies’ development into non-Asian destinations.

There are a number of approaches that Asian hotel companies have adopted for international expansion based on their match with these companies’ key success factors.

The review focuses on the top 53 Asian hotel companies on the Hotels 325 list and does not cover smaller Asian companies that may have had successful global expansion records.

The paper provides high-level guidelines for what Asian hotel groups need to do to expand their business internationally outside of Asia or their traditional markets. Non-Asian hotel groups would also learn from this Asian wave of hotel development.

There has been limited, if ever any, previous literature on the strategic development choices of Asian hotel management companies. As such, this paper contributes to such an important but largely overlooked area in hotel management.

The main purpose of this paper is to bring to the fore the strategic importance of branding as managed by the boardrooms, so that Asian companies can realize their full potential by inculcating right branding practices.

The paper methodically dissects the reasons for the lack of branding in the Asian region. It analyzes the societal factors that have shaped the Asian management mindset. Then, the paper takes up some of the Asian pioneers in the field to demonstrate the practical viability of what the author argues.

It has been found that Asian companies do not realize the importance of branding. Asian business leaders treat branding as an expense and not an investment. Further, many Asian companies still prefer building up tangible assets rather than strategic intangibles such as brand equity.

The important implication of this paper is that branding should no longer be delegated to the lower echelons of the company but rather managed by the CEO. Companies must focus on building long‐term strategic assets such as brand equity rather than tangible assets such as buildings, factories and the like.

Branding has always been mistaken for a fancy arm of advertising that is practised by the elite. By explaining the strategic importance of branding through concepts and case studies, this paper disseminates the emerging role of branding in the Asian corporate landscape. Specifically, this paper will be of a great value to Asian businessmen/women who can, by reading this paper, realize the growing significance of branding in their businesses.

The paper reviews existing literature on South Asian ecosystem-based disaster risk reduction (DRR) and identifies how community participation can be used to plan and implement ecosystem-based DRR approaches.

The literature review methodology involved several stages. Firstly, the research objective was determined. Secondly keywords for the literature search were determined. Scopus, Google Scholar, JSTOR and AUT online library were utilized for the literature search. After the search, the literature was screened. The study design, methodology, results and limitations were identified and documented. After data extraction, the literature was analyzed. The patterns, trends and inconsistencies in the literature were identified based on the research question. Later the gaps, controversies and future research needs were identified. Then, a comprehensive and structured literature review that summarizes the relevant literature, synthesizes the findings and provides a critical evaluation of the literature was documented. After writing the document, it was reviewed and edited to ensure its clarity, accuracy and coherence.

The paper identifies four different themes recurrently emerging in literature on the importance of community participation in ecosystem-based DRR in South Asia. The themes are local community participation in ecosystem-based DRR governance, knowledge production, livelihood enhancement and increased public acceptance.

The paper also illustrates the challenges in integrating community participation with the dominant physical scientific approaches ecosystem-based DRR and proposes a five-element framework to facilitate the integration.

This study is motivated by the theme of this special issue of International Marketing Review, which highlights the enormous economic success of Asia‐Pacific nations and their emergence as global marketers of the twenty‐first century. The success of firms situated in these nations has been even more pronounced since the 1990. This study highlights international marketing developments, opportunities, and research issues that warrant closer attention. In examining the topic, highlights a number of important developments including technological innovations, the penetration and influence of the Internet and electronic commerce in the region, the emergence of Asian multinational companies, the development of Asian brands, the importance of relationships and networks for firms in this region, and their greater international integration and cooperation with the rest of the world. International marketing research considerations pertaining to the Asia‐Pacific Region are explored in each section, as well as in the conclusions.

The purpose of this paper is to explain the reasons and development trend of the new round of restructuring of regional division of labor in East Asia after the global financial crisis and the role of China in the process.

The paper probes into four factors leading to the adjustment of regional division of labor in East Asia before analyzing its development trend trough comparing the change of roles of China and ASEAN in the process.

After the flying-geese division and regional production network, East Asia’s regional division of labor is getting a new round of structural adjustment. The analysis of this paper shows that this adjustment is mainly due to global financial crisis, post-crisis de-globalization, the rebalancing of East Asian economies and China’s economic transformation. From the adjustment direction, the main trend is ASEAN gradually replacing China to become the new assembly plant area, while China becomes a new manufacturing power by its rising status in the global value chain.

The paper describes the development trend of the new round of restructuring of regional division of labor in East Asia in the future and gives the policy implications for the East Asian countries.

Posits an effort has been made to discuss transitions from traditional security to human (or comprehensive security) in South Asia. Concludes that some light has been thrown on the United Nation’s (UN’s) role in security‐shift phenomenon, as the UN also needs some reform.