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This study aims to examine the process of tourism gentrification from China tourists, a major source market, in two neighbourhoods in Hong Kong: one that has been long exposed to tourism and one that is just being discovered by tourists. Through a series of in-depth interviews with local residents and community leaders, complemented by non-participant observation, the paper tracks the commercial, social and cultural changes that have occurred or are occurring in these two places.

This study evaluates the process of place change through tourism gentrification in two neighbourhoods in Hong Kong that are at different stages of the process. An ontological approach is adopted using an interpretivist paradigm involving in-depth interviews and on-site observations, supplemented by secondary data. These data were complemented by non-participant observation.

Both the places have been transformed due to the influx of mainland Chinese tourists. Some impacts felt by both communities have much in common, such as congestion and shop dislocation, while others are more location specific. Even though the degree of tourism gentrification is different, locals from both locations tend to hold negative perceptions towards tourists, although of different strengths. All have also noted the traditional social cohesion is not as strong as before.

The paper argues that tourism gentrification exists on a continuum as neighbourhoods move seemingly inextricably from local-centric nodes to tourist-centric nodes. Apart from enlightening the theory of tourism gentrification, it provides insights to the local leaders on proper tourism development by balancing the social and economic benefits.

Research on high growth firms is booming yet a strong conceptual understanding of how these firms obtain (and sustain) rapid growth remains (at best) partial. The main purpose of this paper is to explore the role founders play in enabling episodes of rapid growth and how they help navigate this process.

This paper reports the findings from a qualitative study involving in-depth interviews with entrepreneurs enlisted onto a publicly funded high growth business accelerator programme in Wales. These interviews explored the causes of the firms rapid growth, their key growth trigger points and the organisational consequences of rapid growth.

The research reveals that periods of high growth are intrinsically and inextricably inter-linked with the entrepreneurial traits and capabilities of their founders coupled with their ability to “sense” and “seize” pivotal growth opportunities. It also demonstrates founder-level dynamic capabilities enable firms to capitalise on pivotal “trigger points” thereby enabling their progression to a new “dynamic state” in a firm’s temporal evolution.

The novel approach towards theory building deployed herein is the use of theoretical elaboration as means of extending important existing theoretical constructs such as growth “trigger points” and founder dynamic capabilities. To capitalise on these trigger points, founders have to undergo a process of “temporal transitioning” to effectively manage and execute the growth process in firms. The work also has important policy implications, underlining the need for more relational forms of support for entrepreneurial founders.

Four reputed leaders for the coming years in the field of special education for individuals with emotional and behavioral disorders (EBD) each with a slightly different perspective on the field were asked to respond independently to a prompt asking what does special education mean for students with EBD and what is being done and how do we maintain tradition? The contributors' responses to the prompt are presented and then summarized across the essays. A remarkable consistency emerges across the independent essays. In addition to the tradition of providing a free and appropriate education in the least restrictive environment, the contributors identify needs to support teachers serving this population. Needs in teacher training and the expertise required to meet the needs of individuals with EBD are outlined as well as potential contributions of technology to carry out specific tasks. We conclude with a call for increased advocacy for use of the knowledge that we currently possess and that which will soon be discovered to support students with EBD as well as their teachers. We also note that the contributors' names are listed alphabetically to acknowledge the equality of each person to the final product.

Using the lens of upper echelons theory, this study examines the degree to which National Collegiate Athletic Association athletic department performance outcomes are associated with the personal characteristics and experiences of the athletic director leading the organization.

The authors match organizational performance data with athletic director and institutional characteristics to form a robust data set spanning 16 years from the 2003–04 to 2018–19 seasons. The sample contains 811 observations representing 136 unique athletic directors. Fixed effects panel regressions are used to analyze organizational performance and quantile regression is used to analyze organizational revenues.

The authors fail to uncover statistically significant evidence that athletic director personal characteristics, functional experience and technical experience are associated with organizational performance. Rather, the empirical modeling indicates organizational performance is primarily driven by differentiation in the ability to acquire human capital (i.e. playing talent). The results also indicate that on average, women are more likely to lead lower revenue organizations, however, prior industry-specific technical experience offsets this relationship.

In opposition to upper echelons research in numerous settings, the modeling indicates the personal characteristics and experiences of the organization's lead executive are not an economically relevant determinant of organizational performance. This may indicate college athletics is a boundary condition in the applicability of upper echelons theory.

The attempt to establish a common European framework for core platforms' duties and responsibilities toward other actors in the digital environment is at the core of the recent scholarly debate surrounding the Digital Markets Act (DMA) proposal. In particular, the everlasting juxtaposition between the “data power” – as emerging from recent cases (Section 2) – that dominant tech companies enjoy and the concept of consumer sovereignty (Section 3) lies at the core of the proposal's attempt to identify digital core platforms as market gatekeepers. Accordingly, this chapter critically investigates the divide between power imbalance and consumer sovereignty in light of the architecture designed by the DMA, with a specific focus on its effectiveness in identifying gatekeepers' power drivers (Section 4). After highlighting the main critical aspects of the pertinent rules, opportunities for fruitful developments are then identified through the reframing of some of the notions considered in the proposal, and namely the role of “lock-in” effects and “data accumulation” (Section 5). Lastly, this chapter suggests that the DMA advancements – while desirable – are bound to be fragmentary in the absence of a wider appraisal of the nature of data power imbalance dynamics in the modern digital markets (Section 6).

This paper illuminates the mechanisms through which marketing practice and institutions produced, normalized and institutionalized systemic racism in support of imperialism, colonization and slavery to provide impetus for transformational change. Critical race research is drawn on to propose paths toward decolonial and anti-racist research agenda and practice.

The paper integrates multidisciplinary literature on race, racism, imperialism, colonialism and slavery, connecting these broad themes to the roles marketing practices and institutions played in creating and sustaining racism. Critical race theory, afro pessimism, postcolonial theories, anti-racism and decoloniality provide conceptual foundations for a proposed transformative research agenda.

Marketing practices and institutions played active and leading roles in producing, mass mobilizing and honing racist ideology and the imagery to support imperialism, colonial expansion and slavery. Racist inequalities in market systems were produced globally through active collusion by marketing actors and institutions in these historical forces creating White advantage and Black dispossession that persist; indicating an urgent need for transformative anti-racists and decolonial research agendas.

Covering these significant historical forces inevitably leaves much room for further inquiry. The paper by necessity “Mango picked” the most relevant research, but a full coverage of these topics was beyond the scope of this paper.

Marketing practitioners found themselves at the epicenter of a crisis during the Black Lives Matter protests. This paper aims to foster anti-racist ad decolonial research to guide practice.

This paper addresses systemic and institutional racism, and marketplace inequalities – urgent societal challenges.

To the best of the authors’ knowledge, the paper is the first in marketing to integrate multidisciplinary literature on historical forces of imperialism, colonization and slavery to illuminate marketing’s influential role in producing marketplace racism while advancing an anti-racist and de-colonial research agenda.

This article seeks to enhance the understanding as to why head coaches and general managers (GMs) in the National Basketball Association (NBA) and the National Football League (NFL) exit from their positions.

Three hypotheses were investigated using a series of quantitative and qualitative data from the past 30 years. The samples analyzed are comprised of 891 GM and coach annual observations for the NBA clubs and 949 GM and coach observations for the NFL clubs. Analyses include a logit analysis for coach exit/retention, a logit analysis for GM exit/retention and textual analysis via topic modeling via latent Dirichlet allocation.

Results show a correlation between a coach exiting and a GM exiting simultaneously, thus amplifying the importance of these two roles in enhancing or destroying the success of a club and supporting the need for a deeper understanding of both roles, particularly the GM. The results further highlight cultural differences across clubs in terms of GM and coach turnover, a factor that often is heavily influenced by club ownership.

The results support the role of owners in exits, confirm the importance of winning in avoiding an exit, find a high level of interrelationship between GM and coach exits and show that past culture of firings influences future exit decisions.

This paper aims to examine the factors that lead to the failure of startups in India and proposes a ‘Four Dimensional (4D) Strategic Framework’ to drive success.

This study is exploratory and uses a narrative analysis methodology to analyse the accounts of key startup stakeholders – founders, investors, former employees and consumers; to identify their failure factors. A conveniently selected sample of 165 startups was studied to understand better the reasons for their failure within a thematic framework developed from David Feinleib’s (2012) handbook “Why Startups Fail”.

Results indicate that a dearth of capital or running out of money and inadequate sales and marketing strategy, which leads businesses to fall behind rivals and lose money on each transaction, are the most common factors for startup failure in India.

“Startups” are substantial for emerging economies like India because they fuel technological innovation and economic progress and provide for the modern workforce’s needs and aspirations. However, they seem to be typically unprofitable, with a modest probability of survival. Subsisting studies mainly focus primarily on success factors and very few on why startups fail, with significant disagreement on an appropriate methodology. To the best of the authors’ knowledge, this is the first study that analyses failure factors of Indian startups using narrative analysis of its key stakeholders. It aims to aid the conception of profitable entrepreneurship by reducing the failure frequency in the startup and small business ecology.