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The purpose of this paper is to investigate the determinants of employees' core value behavior. For service brands, employees are most likely the most important vehicle in building and communicating brand core values. The paper aims to draw on two related theories on motivation to understand the basic psychological mechanisms involved, and to propose a set of hypotheses on determinants of core value behavior.

In order to test the proposed model, a survey was conducted among employees in a Scandinavian bank. Regression analyses were used to test the proposed hypotheses.

Supportive of the hypotheses, the study data suggest that attitude towards core values and role model behavior are significant determinants of core value behavior. Moreover, employee role satisfaction is found to be a key moderator of such behavior. Attitudes towards the values affect behavior only for less satisfied employees, whereas role model behavior influences behavior only for highly satisfied employees.

The findings provide clear managerial implications in terms of how to stimulate core value behavior for employees both high and low in role satisfaction.

The present study introduces the concept of core value behavior (CVB) and represents the first empirical investigation on determinants of CVB for services brands. The study offers novel theoretical and empirical insight to an important, yet understudied topic in service marketing.

This paper aims to focus on the main determinants of the performance and stability-banking sector in the Middle East and North Africa (MENA) region during the global financial crisis. Using a data set of 13 countries with both of 77 Islamic and 101 conventional banks during the period 2006-2013, empirical results show that specific variables allow explaining the change in the level of performance and stability for conventional and Islamic banks. However, the effect of some banks’ characteristics is not the same for the two bank groups. For the macroeconomic effect, it is observed that inflation exerts a negative effect on the bank performance except for conventional banks when it increases the profitability.

Using a data set of 13 countries with both of 77 Islamic and 101 conventional banks (CvB) during the period 2006-2013 and performing the generalized method of moments (GMM) method, the findings provide comprehensive evidence for the bank systems studied which are of interest also to policy makers and practitioners.

The main finding is that after the international financial crises of 2008, many worldwide banks have been experiencing crises in contrast to Islamic banks (IsB) which remain Gen more stable and more profitable. Foreign banks had a higher degree of exposure to risk, given their higher number of subsidiaries in the developed economies. As for the determinants of profitability, the bank-specific variables allow to explain the change in the level of performance and stability for conventional and Islamic banks. However, the effect of some banks characteristics is not the same for the two bank groups. For the macroeconomic effect, it is observed that inflation exerts a negative effect on the bank performance except for CvB when it increases the profitability measured by the return on assets (ROA). It is also found that the growth rate acts positively when the dependent variable is the ROA and negatively when the performance is measured by return on equity.

The inflation rate exerts a negative effect only on the ROA. This study differs from previous contributions in that it is tested the hypothesis of determinants of bank profitability and stability for both conventional and Islamic banks in the MENA region. It is of great interest to both policymakers and investors, with respect to regional development policies and dedicated portfolio investment strategies in each emerging region respectively. The authors adopted several ratios from the empirical literature on bank profitability and stability. Using a data set of 13 countries with both of 77 Islamic and 101 CvB during the period 2006-2013 and performing the GMM method, the findings have significant contributions to the literature by comprehensively clarifying and critically analyzing the current state of profitability and stability for both banks.

Identifying, attracting, and maintaining the engagement of the right composition of people for a non‐profit Board is a major challenge. Executives should ensure that their Boards accurately represent the stakeholders that matter, both from industry and the community. The purpose of this paper is to describe ways and offer propositions for effective non‐profit executives to identify, recruit, and motivate the continuing engagement of the members needed on their Boards in order to acquire resources critical to their sustained success.

The Convention and Visitors Bureaus (CVBs) are used as an example, since at least 93 percent of CVBs have a governance structure that includes a Board of Directors. Successfully attracting the right mix of stakeholders is a result of an extensive recruitment effort by the CVB executive. Prior research reports that successful executives take great care in making selection decisions that reflect the interests of the community in the Board's composition. Based on the literature on Boards and governance, the authors develop propositions regarding the composition of CVB Boards.

While the research is exploratory, it is found that CVBs with more diverse Boards are more successful than those with less diverse Boards. It is argued that effective CVBs use a thoughtful process for heterogeneous Board selection. It is also suggested that Board performance should be evaluated on an annual basis to recognize the need for active involvement in the Board selection process.

The successful selection of Board members is important because of the implications for Board effectiveness. While there is a large body of literature offering advice on Board selection, there is little on recruitment. Moreover, there is little discussion of Board composition strategy based on balancing access to critical resources of stakeholders.

The purpose of this paper is to offer insights and lessons learned about how to successfully balance the interests of the many competing stakeholders who can or do influence the CVB's strategy for marketing a destination.

The study uses a qualitative case study approach utilizing an extensive interview as the method for data collection. A series of structured questions specifically designed to focus the interview on the topic of interest was used to facilitate data collection.

The paper presents insights from Mr William C. Peeper, the person largely responsible for building the Orlando Orange County Convention and Visitors Bureau from a two‐person organization into the multi million‐dollar operation it became by the time he retired 25 years later. Since the focus of the paper is on how to successfully balance the differing goals of stakeholders to achieve organizational goals, this interview offers a number of lessons learned that can be used by any organizational leader seeking to balance the interests of diverse stakeholders.

This study provides fresh ideas and new insights into how to successfully manage an organization's stakeholders in ways that make it possible to achieve an organization's mission across time. The success Mr Peeper had in gaining sustained support for the mission and goals of the Orlando CVB provides important lessons on how to manage all stakeholders especially the corporate governance structure that is pertinent to any organization that has to accommodate many diverse viewpoints and interests. There is little existing knowledge on managing stakeholders across time as their interests and needs change and the management of them must also adapt.

This study aims to examine the relationship between employees’ psychological contract breach and two types of voice behavior based on the social exchange theory. Additionally, the study explores the role of globally responsible business leadership in buffering the negative impacts of psychological contract breach on voice.

Survey data was collected from Chinese full-time employees and the final sample size is 337. Partial least squares structural equation modeling was used to test the hypotheses.

Findings indicate that psychological contract breach (PCB) has a positive and significant impact on employee aggressive voice behavior (AVB), while its relationship with constructive voice behavior (CVB) is not significant. Furthermore, globally responsible business leadership (GRBL) weakens the negative relationship between PCB and CVB, while strengthens the positive relationship between PCB and AVB.

The findings assist organizations in better recognizing the detrimental consequences of psychological contract breach. Second, the findings serve as a reminder to managers of the benefits of displaying globally responsible business leadership. Third, managers should recognize the complexities of globally responsible business leadership.

First, this study sheds new light on the impact of PCB on employees’ desirable and undesirable proactive behaviors by investigating how and when psychological contract breach affects two types of voice behavior. Second, the moderating role of GRBL further enriches our understanding of how to buffer negative effects of PCB and the desirable function of GRBL. Third, this study enriches the social exchange theory by investigating whether the leader−employee relationship will compensate for the failure of organization−employee relationship.

The purpose of this study is to add new insights into the discussion of how a city’s destination marketing organization (DMO) can apply operand resources to act upon its operant resources to create, market and manage a unique brand over time.

This study uses an abductive approach to advance understanding of how to execute a branding strategy that evolves over time while strategically curating its unique and valued resources. This understanding is based on an in-depth review of Louisville’s branding journey, including written documents and interviews with people involved in building the branding strategy.

This paper presents a model to help destinations focus on how to create, market and manage the delivery of a branded ecosystem that capitalizes on its resources. This study adds new insights into how DMOs can curate a destination’s resources into an ecosystem that delivers its brand promise over time.

This study introduces the idea of ecotopes to expand an understanding of tourism ecosystems, presents the concept of a customer journey to depict a destination’s branding strategy, incorporates Barney's resource based theory (Barney and Clark, 2007) into the process of creating a destination’s brand and applies Barnard’s (1938) classic acceptance theory of authority to explain how DMOs can execute a destination’s branding strategy.

The purpose of this paper is to develop nine criteria for tourism disaster resilience scorecard for destinations (TDRSD) by using the “disaster resilience scorecard for cities, based on UNISDR’s ten essentials”. As a surrogate for the city, the Convention and Visitors Bureau (CVB) is used at the destination level to manage and oversee disasters within the perspective of a visitor. The initial section of the paper revises the scorecard to adapt to the destination, while the second part of the paper applies the scorecard to a specific city destination. The TDRSD scorecard for CVBs was used to evaluate the destination of Manta, Ecuador.

The approach included four stages. The first stage was to use a Delphi technique to evaluate and adapt the UNIDSRR scorecard to a destination (tourism) context. The second stage included conducting interviews with members of the Manta CVB and Mesa 5 (Emergency Management Department of Manta). Consequently, each answer was paired with support for the item and criteria score. Finally, the weak and strong scores were identified for each essential and match them up with recommendations and trends available in literature.

This study set out to do three things: suggest that a similar scorecard is necessary for destinations; adapt the UNIDSR scorecard to a destination focus; and apply the TDRSD to Manta, Ecuador. Overall, these goals were met. But most interestingly, findings suggest some troubling outcomes.

The study allowed to undercover gaps in the current risk management plan of the destination, while providing an evaluation of the engineering resilience of the tourism sector of Manta in case of a disaster.

The purpose of this study is to add new insights into the discussion of how a city’s destination marketing organization (DMO) can apply operant resources to act upon its operant resources to create, market and manage a unique brand over time.

The study uses an abductive approach to advance understanding of how to execute a branding strategy that evolves over time while strategically curating its unique and valued resources. This understanding is based on an in-depth review of Louisville’s branding journey, including written documents and interviews with people involved in building the branding strategy.

This paper presents a model to help destinations focus on how to create, market and manage the delivery of a branded ecosystem that capitalizes on its resources. The study adds new insights into how DMOs can curate a destination’s resources into an ecosystem that delivers its brand promise over time.

The study introduces the idea of ecotopes to expand an understanding of tourism ecosystems, it presents the concept of a customer journey to depict a destination’s branding strategy, incorporates Barney’s Resource Based Theory (Barney & Clark, 2007) into the process of creating a destination’s brand and applies Barnard’s (1938) classic Acceptance Theory of Authority to explain how DMOs can execute a destination’s branding strategy.

The purpose of the current study is to examine a social network site (SNS) users' overall satisfaction with SNS use in conjunction with their fan page visiting activities. We examined overall satisfaction with SNS usage from the lens of people's perceptions acquired from the use of sub-components of SNS.

The current study employed uncertainty reduction theory (URT) and general systems theory (GST) to examine antecedents affecting overall satisfaction with SNS use. Five constructs were adopted: interactive and passive uncertainty reduction strategies, perceived usefulness and continuance visiting behavior, satisfaction, and perceived functional benefits. Using a web-based survey, we analyzed 200 SNS users who follow at least one company's fan page, utilizing seemingly unrelated regression models to test hypotheses empirically.

Research findings reveal that uncertainty reduction strategies supported by URT are significantly associated with the perceived usefulness of a company's fan page. In turn, we found that perceived usefulness becomes a strong motivator to continuance visits to the fan page. The frequency of return visiting behaviors eventually accounts for overall satisfaction with SNS. Perceived functional benefits moderates the relationship between perceived usefulness and visiting behaviors significantly.

The current study contributes to information systems (IS), electronic communication, and their adjacent academic disciplines in providing evidence, including (1) the impact of uncertainty reduction strategies on continuance visiting behaviors in the SNS context, (2) SNS functionalities influencing the relationship between people's belief and behavior, and (3) theoretical significant perceptional link between a sub-component and a whole.