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One of the major attractions of travel has always been exposure to the various components that make up another culture. Traditions, customs, religion, ceremonies, rituals, the arts, crafts, language, dress, food, architecture and landscaping are all elements of what is now broadly called “cultural tourism.” In this essay we examine hotel development of on‐site cultural tourism elements that serve both to expand opportunities for guests to learn about local culture and traditions and to increase the hotel's attraction to potential guests. In Sections 1–4 we present briefcase studies of three prominent hotels in Southeast Asia (the Grand Hyatt Bali, the Four Seasons Resort Bali at Jimbaran Bay, and the Oriental Hotel, Bangkok) that have developed an array of cultural tourism offerings based on local cultural patterns, the physical setting of the hotel, and its clientele. Based on these three studies, we provide in Section 5 specific guidelines for other hotels to consider in developing their own cultural tourism offerings. In Section 6, we address the role of governments in encouraging or mandating the development of certain types of on‐site cultural tourism elements. In Section 7, we summarize our conclusions.

One strategy that communities often adopt to generate tourism growth is to enhance those assets of the destination that attract visitors. For already popular destinations, locational enhancements may focus on maintenance efforts, with modest refurbishing, upgrading and expansion of existing facilities.

Mexican planners have embarked on an ambitious program to improve the economic condition of that country's poorest state, while at the same time providing funds to preserve its unique archaeological and cultural heritage.

This paper aims to examine the prevalence of directors of US Fortune 500 firms who come from an academic background, and possible unique reasons for their appointment.

Based on extant theory of the resource‐dependence roles of non‐management directors, this study proposes and tests three hypotheses concerning distinctive reasons firms may appoint an academic to their boards. Academic directors may serve unique roles in increasing board demographic diversity, increasing firm intellectual capital, and providing links to local geographic constituents. Using year 2002 data from the US Fortune 500 firms, this study presents descriptive statistics and uses t‐tests and χ² tests to examine hypotheses.

Firms having academics on their boards have greater board demographic diversity than firms without an academic director. Firms with academic directors have the same average emphasis on knowledge‐based earnings as other firms. Academics associated with US top‐ranked universities tend to be more likely to hold board seats. Firms tend to select academic directors from the geographic regions where the firm is headquartered and have a slight tendency to use them on public affairs committees.

This study's findings highlight a unique non‐monitoring advantage of academic directors for firms seeking increased board diversity, and potential community/stakeholder liaisons.

Firms wishing to increase board diversity or improve relationships with other stakeholder groups may find academic directors useful to such efforts. Academic directors appear to be just as capable as other outside directors in developing firm intellectual capital.

This paper extends the present literature in resource dependence by examining academic directors, a new director subset. The paper is also unique in that it uses data collected from proxy statements, rather than survey data.

The purpose of this paper is to provide a brief review of pre‐2003 work on the weekend effect and then discuss how recent selected work has extended our knowledge of the subject.

Results of recently published studies are organized and summarized by research question and outcomes.

While early literature found a fairly consistent weekend effect, with positive returns on Fridays and negative returns on Mondays, more recent research shows the effect moving to other days, reversing or vanishing.

While it is difficult to compare studies made across different time periods, the direction of present research gives insight into how markets are adjusting to the weekend effect anomaly.

Investors may find it very hard to adequately identify a trading strategy based on current research.

This work conveniently synthesizes and presents current research findings from a variety of published sources.

The purpose of this paper is to analyze the effects of individual manager characteristics on real estate mutual fund (REMF) performance. Human capital theory predicts that factors like education, experience and professional certifications improve skill sets and thus performance. Conversely, capital markets theory suggests that these things may be irrelevant in the management of mutual funds.

A total of 63 REMFs were sampled over the period 2001‐2003 and equations were estimate regressing, alternatively, risk‐adjusted return, market risk and management fees on a series of fund variables and manager characteristics including the manager's tenure, whether the fund manager holds a professional certification, whether the manager has specific real estate experience, and whether the fund is team‐managed.

Modest evidence is found that team‐managed funds have lower risk‐adjusted returns than solo‐managed funds. Managers with longer tenure tend to pursue higher market risk levels, and there is no relation between manager characteristics and management fees.

This study considers only one cross‐sectional time period. Future research might use longitudinal data.

Despite real estate being a specialized field of finance, there is little if any support for the predictions of human capital theory that experience, education and training result in greater performance among managers of REMFs.

This paper extends prior work in mutual fund management characteristics and fund performance to real estate funds.

To advance the study of principal time use (PTU), the purpose of this study is to report findings from a systematic review of PTU research. In addition to identifying common findings, this study also examined the supporting evidence and methodologies of PTU studies. From this dual approach, this study specified the evidence that supports claims about PTU, as well as identified areas requiring future examination.

A systematic reference review process considered 5,746 potential PTU manuscripts. The inclusion criteria identified 55 studies published between 1920 and 2015. This review synthesized data pertaining to the methodologies and findings of PTU research.

Findings from studies conducted across decades indicated that principals worked extensive hours. Moreover, the workdays of principals consisted of brief and unrelated activities, most often focused on noninstructional tasks. Contrary to common hypotheses, studies indicated that PTU dedicated to administrative tasks exhibited positive correlations with educational outcomes. However, claims about PTU have been derived from samples overrepresented by large urban school districts and limited periods of observation.

Future studies should implement diversified sampling strategies and extended observation periods. For principal preparation programs, the results indicated an opportunity for increased instruction on time management skills.

This systematic review identifies the overlooked history of the research and specifies the evidence that supports common claims about PTU, which provides empirically derived guidance for future PTU studies.