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The purpose of this paper is to advance a theoretical framework that incorporates the relationship between market challenge and learning and customer orientations, and the influence of these orientations on innovativeness in an international joint venture (IJV) context.

The authors estimate a structural equation model utilizing survey data collected from 199 IJVs in the Republic of Korea.

The authors found that while market challenge does not influence learning orientation in IJVs, it does have a significant positive influence on customer orientation. Further, the authors’ findings support that both learning orientation and customer orientation have positive impacts on IJV innovativeness. Another interesting finding shows that the impact of learning orientation on IJV innovativeness is significant only when IJVs have high levels of interaction with parent firms. The study also reveals that having a strong learning orientation amplifies the impact of customer orientation on innovativeness in IJVs.

Despite increased interest in IJVs, there has been relatively little work linking IJV innovativeness with learning and customer orientations. The study contributes to recent streams of research that seek to understand the role of these orientations in IJV innovativeness.

The paper aims to discuss the link or relationship between environmental management system (EMS) adoptions with organization learning (OL). It postulates that EMS adoption has the potential to catalyze organizational learning in hotels to make them more dynamic and competitive.

The paper reviewed the literature to link the purpose and steps involved in an EMS adoption with the benefit of managing organizational knowledge and OL. It also uses the literature to identify phases of learning in EMS adoption and the level of employees exposed to the learning.

There are two reasons why more hotels should not be hesitant to adopt EMS: flexibility – EMS does not dictate the level of environmental performance a firm should achieve, thus giving hotel firms the flexibility to determine the level of sophistication of their environmental management; and the building of company’s dynamism – EMS facilitates organizational learning, leading to enhanced organizational performance.

The proposed link between EMS implementation with OL in this paper can only be proven by means of empirical studies.

Understanding the OL value of EMS adoption may persuade more hotel practitioners to adopt it.

This paper proposes a link between a systematic approach to managing environmental responsibility with knowledge management in hotels.

The purpose of this paper is to explore the experiences of visitors using the strategic experiential modules (SEMs).

In this study, the authors analysed a total of 37 essays written by University of Malaya students who visited the attraction on 23 November 2013. The aim is to explore what constitutes the elements within the SEMs, pertaining to the students’ visit. The results are potentially useful for future Zoo Negara marketing communication initiatives, as well as for the management to remedy the shortfalls which have hindered Zoo Negara from operating as a self-sustaining attraction.

The results confirmed the applicability of all five dimensions of the modules, which include both positive and negative elements. Of the five dimensions, THINK and SENSE were the most frequently expressed.

Though this study offers no theoretical contribution, it does demonstrate the applicability of the Schmitt theory on SEMs and the usefulness of such an application from the managerial perspective.