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There are two main aims of this conceptual paper. The first is to explore the issues associated with staging events in public spaces, and to produce a typology of different event spaces. The second is to explore if and how events should be designed into parks, streets and squares and whether this might reduce some of the negative impacts and associated user conflicts.

The paper analyses the history, drivers and effects of using public spaces as venues and examines the reciprocal relationships between events and the spaces that host them. To explain the range and dynamics of contemporary events, a typology of event spaces is developed. This typology highlights nine different types of event spaces which are differentiated by the level of public accessibility (free entry, sometimes free, paid entry), and the mobility of event audiences (static, limited mobility, mobile). Using this typology, the paper discusses ways that public spaces might be adapted to make them better suited to staging events. This discussion is illustrated by a range of examples.

The paper finds that it makes practical sense to adapt some urban public spaces to make them better equipped as venues, but designing in events presents new issues and does not necessarily resolve many of the problems associated with staging events. Disputes over events are inevitable and constituent features of public spaces.

This paper makes an original contribution by developing a new classification of event spaces and by synthesising ideas from urban design with ideas from the events literature.

This chapter explores notions of authenticity in terms of the photographs taken by tourists while on holiday. Some tourists photograph attributes of the host’s culture that they perceive as “authentic”, while ignoring, editing, or erasing aspects that conflict with their “imagined” views. Drawing upon methods of participant-informed photo-ethnography used in a study of US tourists’ holiday photographs of Ireland, tourists will be resituated in this chapter as “editors” in their own photographic reproductions of place. Moreover, by focusing attention to how they confer meaning on destinations and the people who live in them, through the embodied performance of photography, this chapter explores tourists’ notions of authenticity.

This paper examines the under-investigated well-being outcomes of literary festival attendance. It is an exploratory study into how a festival contributes to attendees' overall well-being. Drawing from the literature on well-being and festival studies, this paper seeks to understand the well-being dimensions generated by festival attendance and the factors that promote attendees' health and well-being.

This exploratory study adopts an inductive and interpretivist approach. Observations, 45 on-site interviews and 17 follow-up interviews were undertaken at one literary festival in Ireland. Thematic analysis was used to analyse data and identify key themes.

The findings reveal that attendees perceived a sense of well-being that included five interconnected dimensions: social, mental, emotional, spiritual and physical. Results also show that five factors generated attendees' overall well-being: festival programme, social environment, place, weather conditions and attendees' background.

This paper presents a new comprehensive model that shows that festival attendance has the potential to generate five interconnected dimensions of attendees' well-being. The model also captures the five main factors that can promote attendees' health and well-being. The model is proposed to guide further research on attendees' overall well-being is associated with festival attendance.

Human resource management has entertained the rise of downsizing as a strategy for producing visible improvements to organizations. However, the history of downsizing has failed to consistently provide the anticipated benefits. This study postulates that success is contingent upon the severance acceptors possessing characteristics least beneficial to the organization. The study explored 234 employees from a major Australian transport company, 141 who remained after the downsizing, and 93 who accepted severance packages. It was found that those employees who left showed significantly lower levels of affective and continuance commitment and job satisfaction, significantly higher levels of intention to turnover and absenteeism, and no significant difference for perceived organizational support. Furthermore, employee intention to turnover was significantly predicted by employees commitment and job satisfaction. This study concludes that downsizing should not be governed by retrenching employees in abundance, but should be guided by retaining those most valuable to the organization.

The paper seeks to evaluate the views of manager‐academics on gender equity and research in one UK institution.

The paper draws on semi‐structured interviews with 22 manager‐academics in one UK institution, against a context of national data.

It was found that manager‐academics had little knowledge of the conceptual issues surrounding gender equity and used a discourse of choice and agency to explain continuing inequalities in the research careers of women academics.

While the case study was carried out in one institution, it replicates many of the issues raised by national studies and data.

Good practice in encouraging gender equity for women academics engaged in research includes role models, confidence and support networks, gender awareness training for managers, mentoring and building networks.

The paper provides new empirical data on gender equity and research in one UK university and critically analyses the gap between theory on gender equity and practice of manager‐academics. It provides a link between a micro‐agentic viewpoint and a meso‐institutional viewpoint and suggests that both these as well as a macro national and supranational view will give a fuller analysis of the issue of gender equity and research careers for women academics.

The case is designed to be used with the digital business model framework developed by Peter Weill and Stephanie Woerner of Massachusetts Institute of Technology (MIT) (Weill and Woerner, 2015) and is referred to as the W & W framework. This approach provides a useful structure for thinking through the strategic options facing environments ripe for digital transformation.

Research for this case was conducted through face-to-face interviews with the protagonist, as well as through a review of their business planning documents and other data and documentation provided by the founder. Some of the market and industry data were obtained using secondary research and industry reports. Interviews were digitally recorded and transcribed to ensure accuracy.

The case follows the story of Kurt Waltenbaugh, a Minnesota entrepreneur who shared the dream of using data analytics to reduce costs within the US health-care system. In early 2014, Waltenbaugh and a physician colleague founded Carrot Health to bring together their personal experience and expertise in both consumer data analytics and health care. From the beginning, they focused on how to use data analytics to help identify high-risk/high-cost patients who had not yet sought medical treatment. They believed that they could use these insights to encourage early medical interventions and, as a result, lower the long-term cost of care.

Carrot’s initial success found them in a consultative role, working on behalf of insurance companies. Through this work, they honed their capabilities by helping their clients combine existing claims data with external consumer behavioral data to identify new potential customers. These initial consulting contracts gave Carrot the opportunity to develop its analytic tools, business model and, importantly, to earn some much-needed cash flow during the start-up phase. However, they also learned that, while insurance companies were willing to purchase data insights for one-off market expansion projects, it was much more difficult to motivate them to use data proactively to eliminate costs on an ongoing basis. Waltenbaugh believed that Carrot’s greatest potential lay in their ability to develop predictive models of health outcomes, and this case explores Carrot’s journey through strategic decisions and company transformation.

This case is intended for either an undergraduate or graduate course on entrepreneurial strategy. It provides an effective introduction to the unique structure and constraints which apply to an innovative start-up within the health-care industry. The case also serves as a platform to explore the critical criteria to be considered when developing a digital transformation strategy and exposing students to the digital business model developed by Weill and Woerner (2015) at MIT (referred to in this instructor’s manual as the W&W framework). The case was written to be used in an advanced strategy Master of Business Administration (MBA) class, an undergraduate specialty health-care course or as part of a health-care concentration in a regular MBA, Master of Health Care Administration (MHA) or Master of Public Health (MPH). It may be taught toward the end of a course on business strategy when students are building on generic strategy frameworks and adapting their strategic thinking to the characteristics of specific industries or sectors. However, the case can also be taught as part of a course on health-care innovation in which case it also serves well as an introduction to the health-care payments and insurance system in the USA. Finally, the case can be used in a specialized course on digital transformation strategy in which case it serves as an introduction to the MIT W&W framework.

The case is particularly well-suited to students who are familiar with traditional frameworks for business strategy and business models. The analysis builds on this knowledge and introduces students interested in learning about the opportunities and challenges of digital strategy. Equally, the case works well for students with clinical backgrounds, who are interested in how business strategy can influence changes within the health-care sphere. Finally, an important aspect of the case design was to develop students’ analytical confidence by encouraging them to “get their hands dirty” and to carry out some basic exploratory data analytics themselves. As such, the case requires students to combine and correlate data and to experience the potentially powerful combination of clinical and consumer data. Instructors should find that the insights from these activities give students unique insights into the potential for of data analytics to move health care from a reactive/treatment ethos to a proactive/intervention ethos. This experience can be particularly revealing for students with clinical backgrounds who may initially be resistant to the use of clinical data by commercial organizations.