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The purpose of this study is to investigate how smart tourism technologies and memorable tourism experiences affect tourist satisfaction and tourist destination loyalty.

A total of 600 questionnaires were distributed, 360 were returned (60% response rate) and a covariance-based structural equation modeling technique was used to test the hypotheses.

The results of this study explain that smart tourism technologies and memorable tourism experiences play essential roles in enhancing tourist satisfaction and tourist destination loyalty.

This study specifies that tourists have pleasant memories and are satisfied at a tourist destination; as a result, they are more likely to revisit and recommend a tourist destination to their friends, family and other tourists. If a tourist has a negative experience with smart city info-structure facilities, a tourist might reach an overall conclusion to not revisit or recommend the location to other tourists.

This study provides empirical evidence to support the importance of smart tourism technologies and memorable tourism experiences in enhancing tourist satisfaction and tourist destination loyalty.

本论文旨在研究智慧旅游科技和难忘的旅游体验如何影响游客满意度和游客对目的地的忠诚。

共600份问卷发放, 并收回360份数据（回应率为60%）, 本论文采样基于协方差的结构方程模型以测验假设。

研究结果表明智慧旅游科技和难忘的旅游体验对增强游客满意度和游客对目的地的忠诚度起到至关重要的作用。

本论文证实游客有着美好的旅游回忆与对旅游目的地满意, 因此, 他们更愿意重游以及向他们的朋友、家人、以及其他游客推荐这个目的地。如果游客对智慧城市信息基础建设有不好的体验, 那么他们则会决定不会重游或者推荐这个城市给其他游客。

本论文为证实智慧旅游科技和难忘的旅游体验对加强游客满意度和游客对目的地忠诚度的至关重要的作用方面, 提供了强有力的实践证实。

Public-rented flats in Jakarta Province operated by the Management Unit of Public-Rented Flats (MUPRF) experienced budget cuts for the maintenance and treatment activities during the COVID-19 pandemic that hit Indonesia in the early 2020. Currently, the budgeting scheme of the MUPRF uses the local government’s budget in determining the expenditures of public-rented flat. This papers aims to propose an alternative budgeting scheme for the MUPRF.

Soft system methodology (SSM) was adopted to understand the public-rented flats as a whole system, so an alternative budgeting scheme for the MUPRF can be identified and developed. Interviews with an employee of the Department of Community Housing and Settlement of Daerah Khusus Ibukota Jakarta Province were conducted. A rich picture, customer, action, transformation, worldview, owner and environment analyses, conceptual model and a proposed model were developed during the process.

Based on the SSM, it is found that becoming a local public service agency, the MUPRF can be more independent and flexible in managing their budget. The income generated by the public-rented flats can be used directly for their expenditure.

Through the SSM, only a conceptual model is developed, which has not yet been implemented in practice. Future studies need to be carried out to evaluate the feasibility of the conceptual model.

This research analyses the public-rented flat as a whole system through SSM to identify factors and parties that are involved in the daily activities in public-rented flats to propose a suitable alternative for its budgeting scheme.

Traditional market revitalisation is an important policy designed to reduce unfair competition between traditional markets and modern businesses. This study aims to determine, analyse and illustrate the implementation of corporate governance principles so that traditional markets can be revived in accordance with the United Nations’ sustainable development goals (SDGs) program, with specific reference to the Yogyakarta Special Region.

The study relied on primary and secondary data sources. Data were collected through interviews, observations, analysis of documentation and review of the literature. The research was conducted in Yogyakarta Special Region, specifically Bantul Regency, Kranggan Market in Yogyakarta City, Sentolo Market in Kulonprogo Regency, Gentan Market in Sleman Regency and Argosari Market in Gunungkidul Regency. The data were analysed using the qualitative research method and a descriptive approach.

Traditional markets play a vital role in strengthening the national economy and preserving an old culture that reflects local traditions. Good collaboration between parties in the implementation of corporate governance is evident, despite market revitalisation proving to be highly costly. In some places market development has simply resulted in marginalising the old traders who cannot improve their livelihoods. Therefore, the revitalisation program of traditional markets must not only improve the facilities but all aspects of traditional markets.

To the best of the authors’ knowledge, this is an original study based on primary observation, and it has implications for all emerging economies where traditional markets are being replaced by modern markets.

After working through the case and assignment questions, students will be able to: understand how product markets in a given global region are to be analysed and assessed; assess various dimensions of consumer behaviour that would impact the strategies of a firm under consideration; identify how a firm can create its brand image and value proposition in a given international market; and evaluate and categorize various threat dimensions that a firm would experience in an international market.

Bajaj Auto (BA) was India’s largest two-wheeler exporter, with ongoing exports to more than 75 countries worldwide. Besides being in other regions of the world, BA’s foray into the African market had been very successful, and it was growing from strength to strength in this market. BA’s motorcycles, three-wheeler rickshaws and small commercial vehicles had been successfully plying the roads of many countries in Africa such as Egypt, Nigeria and Kenya.

Rakesh Sharma (Sharma), the Executive Director of BA, knew very well that Africa was a high-risk-high-gain market for BA. Intense competition from Indian and international two-wheeler and three-wheeler manufacturers, global supply chain and logistics issues, various economic and legal challenges, and the threat of losing African consumer patronage were the challenging issues that Sharma was facing in this market. Would Sharma be able to effectively assess the market environment and consumer behaviour prevalent in the African countries? Would he be able to recognize BA’s brand and value-propositions and identify the international marketing challenges threatening BA’s smooth ride in this market?

The case can be taught in advanced undergraduate, MBA or executive-level programs.

Teaching notes are available for educators only.

CSS 5: International Business.

Unions are the potential but secure democratic counterforce to capital. The creation of “objective conditions” for international co‐operation has preceded but must result in “subjective conditions”. This theme survives little challenged as a central tenet of the official labour movement in country after country. The pervasive complacency in other circles concerning the prospects for industrial democracy to be achieved through the internationalisation of the evolutionary, pluralistic collective bargaining model, particularly at a time when that model seems unable to cope with born again free market philosophies even at a national level.

The purpose of this paper is (1) to determine the factors that significantly influence the capital structure, (2) to determine the factors that significantly influence profitability, (3) to find the factors that significantly influence growth opportunities, (4) to find reciprocal influence between capital structure and profitability and (5) to find reciprocal influence between capital structure and growth opportunity.

The population of this research is a manufacturing company listed on the Indonesia Stock Exchange during the period of 2010–2016. The number registered in the manufacturing sector is 144 companies. The sampling technique applied is purposive sampling. The fulfillment criteria are companies that have been approved before 2010. Another criterion is that the company is not delisting during the observation period. From that total of population, companies that meet the requirements are 117 companies. This observation was conducted for seven years since 2010–2016, so the center of the analysis of this research was a total of 819. The inferential statistics method used to analyze the research data is generalized structural component analysis (GSCA).

The results of this study indicate that (1) the factors that influence the capital structure include effective tax rate, financial flexibility, growth, uniqueness, asset Utilization, firm size and tangibility; (2) factors that affect profitability include liquidity, growth, firm age, uniqueness, tangibility, volatility, advertising and asset turnover; (3) growth opportunity have a negative and significant influence on capital structure. This means an increase in growth opportunity can be defined as an increase in depreciation that will not be used as collateral for managers to increase debt. This increase in debt will have an impact on reducing growth opportunities; (4) profitability and capital structure have a two-way causality relationship, which means they influence each other and (5) capital structure and growth opportunities have a negative reciprocal relationship.

The authenticity of the study is implied in the following explanation: The authors try to examine the reciprocal effect of capital structure on profitability and capital structure on growth opportunities and the factors that influence these two endogenous variables that have never been done by previous researchers. This research is motivated by research conducted by (Chathoth and Olsen, 2007; Jian-Shen Chen et al., 2009; Yang et al., 2010) using the structural equation model (SEM). However, this study uses GSCA as a method of research analysis.

Marketing is all about understanding your consumers and giving them what they want. However, this process becomes more complicated in times of economic crisis and national slowdown. Consumers can become scattered and unpredictable in their behaviour, making it hard to understand what they want or need. At times like these, it is more important than ever to rely on qualitative market research to understand the views of consumers and managers. Thus, this study aims to look at the significant consumer challenges that arise during times of crisis and the marketing strategies that managers prefer to counter the crisis.

The data collected for this study involves an extensive literature review followed by personal interviews with industry experts. This study presents two separate models, indicating hierarchical relationships among consumer challenges during crisis and marketing strategies using the total interpretive structural modelling approach. Further MICMAC analysis (popularly known as cross-impact matrix multiplication) was also performed to assess each variable's driving and dependence power.

“Price sensitiveness” and “adaptive buying” result as driving factors with the highest driving and lowest dependence power, which further gives rise to other consumer behaviour challenges. Likewise, the most critical strategies are “information systems” and the formation of “crisis management teams” during a crisis. At the same time, other strategies have resulted as linkage and dependent factors and none as the autonomous factor.

This paper provides a systematic understanding of how a manager can understand the challenges consumers face during a crisis and suggests a powerful summary of strategies companies can implement to sail through a crisis.

This study aims to meta-analyze the moderating roles of Hofstede’s four cultural values in the antecedent–tourist loyalty link.

Based on 35 independent studies, a meta-regression was conducted to determine whether the heterogeneity of 11 antecedent–tourist loyalty relationships could be explained by four dimensions of Hofstede’s cultural values. Furthermore, this study tested how these relationships were contingent on each cultural value dimension, reinforced by robustness tests involving subgroup analyses.

The intensity of all associations significantly varied by at least one cultural value dimension, namely, power distance, individualism, masculinity or uncertainty avoidance.

This meta-analytic study enriches the relevant literature by referring to a large, diverse sample to enhance the robustness of the moderating role of tourists’ national culture in loyalty formation and revealing the moderating effect of national culture in 11 antecedent–tourist loyalty links more than in extant literature.

For the body of knowledge of culture-moderated tourist loyalty formation, to the best of the authors’ knowledge, this study is the pioneering meta-analytic effort. It also first offers an original contribution to moderator analysis meta-analytic studies of tourist loyalty by identifying a new moderator, i.e. national culture.

This study aims to empirically testify an integrated model, including the attributes of smart tourism technologies (STTs) (user interface [UI] design, informativeness, accessibility, personalization and interactivity), satisfaction, loyalty and word of mouth (WOM), and further investigate the potential moderating effect of switching costs (SCs) on the satisfaction–loyalty/WOM relationships.

Systematic sampling was used to collect data in Macau. Partial least squares structural equation modeling (PLS-SEM) was employed to analyze valid data collected from 332 tourists who have recently used STTs.

The results indicate that informativeness has a stronger effect on satisfaction, loyalty and WOM than UI design, accessibility and personalization; interactivity shows no significant influence on satisfaction, loyalty and WOM; satisfaction positively influences loyalty and WOM. Furthermore, procedural SCs negatively moderate the effects of satisfaction on loyalty and WOM.

The present study extends the knowledge about information technology and tourism (ITT) by introducing a new attribute, UI design into STT structure and confirming that UI design is an effective predictor of user satisfaction. This paper is also a pioneer study that integrates customer satisfaction with STTs with SCs to explore the mechanism of how customer loyalty and WOM are generated. Practical recommendations are provided for STT designers and destination managers to improve the overall quality of STTs and to consider carefully setting procedural SCs as a retention strategy.