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1 – 10 of over 17000Guang Ying Mo, Zack Hayat and Barry Wellman
This study aims to understand the extent to which scholarly networks are connected both in person and through information and communication technologies, and in particular, how…
Abstract
This study aims to understand the extent to which scholarly networks are connected both in person and through information and communication technologies, and in particular, how distance, disciplines, and motivations for participating in these networks interplay with the clusters they form. The focal point for our analysis is the Graphics, Animation and New Media Network of Centres of Excellence (GRAND NCE), a Canadian scholarly network in which scholars collaborate across disciplinary, institutional, and geographical boundaries in one or multiple projects with the aid of information and communication technologies. To understand the complexity in such networks, we first identified scholars’ clusters within the work, want-to-meet, and help networks of GRAND and examined the correlation between these clusters as well as with disciplines and geographic locations. We then identified three types of motivation that drove scholars to join GRAND: practical issues, novelty-exploration, and networking. Our findings indicate that (1) scholars’ interests in the networking opportunities provided by GRAND may not easily translate into actual interactions. Although scholars express interests in boundary-spanning collaborations, these mostly occur within the same discipline and geographic area. (2) Some motivations are reflected in the structural characteristics of the clusters we identify, while others are irrelevant to the establishment of collaborative ties. We argue that institutional intervention may be used to enhance geographically dispersed, multidisciplinary collaboration.
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Thomas Bieger and Christian Laesser
In the study presented here, travellers from Switzerland are segmented on the basis of their information collection, with respect to their motivation structure derived in a study…
Abstract
In the study presented here, travellers from Switzerland are segmented on the basis of their information collection, with respect to their motivation structure derived in a study earlier this year. The study illustrates the important role of information in tourism. A successful strategy consists of providing convenience and of building up a trustful relation between the tourist company and the tourist. Hereby, convenience is determined by quality of admission, availability of information and a customer tailored presentation of information contents. A trustful source of information shall not only be provided by private relations (friends and relatives) but more and more by employees of travel agencies, tourist information and companies.
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Ravi Madhavan, Turanay Caner, John Prescott and Balaji Koka
In the network strategy view, relative competitive advantage stems not merely from opportunity structures embedded in networks but also from the distribution of ability and…
Abstract
In the network strategy view, relative competitive advantage stems not merely from opportunity structures embedded in networks but also from the distribution of ability and motivation among firms. Thus, there is a need to “bring the firm back in” to the network strategy narrative. We demonstrate that a mixed-methods design, blending large-sample data with micro-data on specific firms and their networks, can increase our understanding of the interplay of network structure and actor mechanisms, thus bridging the chasm between theory and practice in network strategy. We believe this is a critical step toward the “strategic design of networks.”
Eray Polat and Mehmet Ali Koseoglu
The study aims to explore the intellectual structure of wellness tourism (WT) research by performing a two-phase methodological approach.
Abstract
Purpose
The study aims to explore the intellectual structure of wellness tourism (WT) research by performing a two-phase methodological approach.
Design/methodology/approach
Citation and co-citation analysis were performed on 209 articles published up to October 2021 in Scopus, and the results were visualised with the VOSviewer software. Furthermore, to assess clusters in-depth, qualitative thematic content analysis was used.
Findings
The findings indicate that the main articles of WT research examine the demand side of WT. Five clusters were explored by co-citation analysis. Each cluster is discussed by presenting the main theme, key theoretical framework, and characteristic methodological perspective. Accordingly, no dominant theory stands out in research on wellness tourism. Most of the study has been done through cross-sectional surveys.
Practical implications
The authors anticipate that by the recommendations outlined in this study, WT research will progress and provide significant insights to WT practitioners in the coming years to meet tourist expectations.
Originality/value
Via this research, which shows the discovery of the intellectual structure of WT and its holistic picture, the deficiencies in the picture will be seen, and practitioners will be provided information based on evidence.
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Melissa Carlisle, Melanie I. Millar and Jacqueline Jarosz Wukich
This study examines shareholder and board motivations regarding corporate social responsibility (CSR) to understand boards' stewardship approaches to environmental issues.
Abstract
Purpose
This study examines shareholder and board motivations regarding corporate social responsibility (CSR) to understand boards' stewardship approaches to environmental issues.
Design/methodology/approach
Using content analysis, the authors classify CSR motivations in all environmental shareholder proposals and board responses of Fortune 250 companies from 2013 to 2017 from do little (a shareholder primacy perspective) to do much (a stakeholder pluralism perspective). The authors calculate the motivational dissonance for each proposal-response pair (the Talk Gap) and use cluster analysis to observe evidence of board stewardship and subsequent environmental disclosure and performance (ED&P) changes.
Findings
Board interpretations of stewardship are not uniform, and they regularly extend to stakeholders beyond shareholders, most frequently including profit-oriented stakeholders (e.g. employees and customers). ED&P changes are highest when shareholders narrowly lead boards in CSR motivation and either request both action and information or information only. The authors observe weaker ED&P changes when shareholders request action and the dissonance between shareholders and boards is larger. When shareholders are motivated to do little for CSR, ED&P changes are weak, even when boards express more pluralistic motivations.
Research limitations/implications
The results show the important role that boards play in CSR and may aid activist shareholders in determining how best to generate change in corporate CSR actions.
Originality/value
This study provides the first evidence of board stewardship at the proposal-response level. It measures shareholder and board CSR motivations, introduces the Talk Gap, and examines relationships among proposal characteristics, the Talk Gap, and subsequent ED&P change to better understand board stewardship of environmental issues.
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Mohsin Malik, Salam Abdallah, Stuart Orr and Uzma Chaudhary
This paper responds to calls from the literature for research identifying the difference between the effect of internal agents and external agents, such as customers, suppliers and…
Abstract
Purpose
This paper responds to calls from the literature for research identifying the difference between the effect of internal agents and external agents, such as customers, suppliers and government on sustainable supply chain management (SSCM). The paper also determines whether there is a dynamic or interactive relationship between the two types of agents.
Design/methodology/approach
Activity theory was used as the theoretical framework for understanding how internal and external agents affected both SSCM motivation and facilitation and possible interactions between the two. A cluster analysis identified how internal and external agents affected SSCM initiatives, interactions, the conditions under which this occurs and the mechanisms of this effect.
Findings
Internal and external agents differ in the type, sequence and diversity of their effect on SSCM. While external agents had both an SSCM motivating and facilitation effect, internal agents only had a facilitating effect. Customers were only a significant SSCM motivation in 35% of the cases. Government regulations had a dynamic effect, changing from motivation to facilitation as the SSCM initiative developed. External agent SSCM motivation and facilitation were more internalized in organizations which were more internationally oriented.
Practical implications
Local institutional frameworks motivate and facilitate SSCM initiatives, while head office initiatives and international best practice agencies encourage an integrated combination of external agent motivation and facilitation and internal facilitation.
Originality/value
The findings extend the SSCM literature by identifying the processes of agent SSCM motivation and facilitation, the dynamic nature of agent SSCM effects and the mechanism through which externally motivated and facilitated SSCM becomes internalized.
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Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to…
Abstract
Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.
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