Search results

Open Courseware, in many ways, was the starting point towards mainstream discussion and adoption of open learning, particularly in higher education. In its first iteration, the concept specifically excluded assessment recognition, and credentialisation, which aims to ‘liberate’ knowledge without shattering the designing, teaching and awarding processes traditional education has relied upon for decades, if not centuries.

Artificial Intelligence (AI) has revolutionised the tourism industry, offering personalised experiences and streamlining operations. AI provides customised recommendations for travellers through data analysis and machine learning, making their journeys more meaningful. It has also improved efficiency through automated processes, chatbots and enhanced security measures. AI's ability to analyse large volumes of data enables tourism organisations to make data-driven decisions and target their marketing strategies effectively. One of the most notable contributions of AI in tourism is its ability to offer personalised recommendations. By analysing vast travel history, preferences and online behaviour, AI systems can provide tailored suggestions for destinations, accommodations, activities and dining options. This level of customisation enhances the overall travel experience, making it more relevant and satisfying for individual travellers. AI has also greatly improved operational efficiency within the tourism sector. Chatbots, powered by natural language processing, are increasingly being deployed by hotels, airlines and travel agencies to provide instant customer support and assistance. These chatbots can answer queries, offer recommendations and handle booking processes, reducing waiting times and enhancing customer satisfaction. In addition, facial recognition technology allows for quick and accurate identity verification at airports, hotels and other travel-related facilities. This improves security and provides travellers with a seamless and efficient experience. As technology advances, we expect AI to play a more prominent role in augmented reality, voice recognition and virtual assistants, further enhancing the travel experience and facilitating seamless interactions. In conclusion, AI has transformed the tourism industry by providing personalised recommendations, improving operational efficiency, enhancing security measures and enabling data-driven destination management.

The aim of this chapter is to argue that charisma is a collective representation, and that charismatic authority is a social status that derives more from the “recognition” of the followers than from the “magnetism” of the leaders. I contend further that a close reading of Max Weber shows that he, too, saw charisma in this light.

I develop my argument by a close reading of many of the most relevant texts on the subject. This includes not only the renowned texts on this subject by Max Weber, but also many books and articles that interpret or criticize Weber’s views.

I pay exceptionally close attention to key arguments and texts, several of which have been overlooked in the past.

Writers for whom charisma is personal magnetism tend to assume that charismatic rule is natural and that the full realization of democratic norms is unlikely. Authority, in this view, emanates from rulers unbound by popular constraint. I argue that, in fact, authority draws both its mandate and its energy from the public, and that rulers depend on the loyalty of their subjects, which is never assured. So charismatic claimants are dependent on popular choice, not vice versa.

I advocate a “culturalist” interpretation of Weber, which runs counter to the dominant “personalist” account. Conventional interpreters, under the sway of theology or mass psychology, misread Weber as a romantic, for whom charisma is primal and undemocratic rule is destiny. This essay offers a counter-reading.

We develop a multilevel model of emotional processes grounded in social identity theory to explore the role of emotion in transformational leadership.

This work is conceptual in nature and develops theory surrounding emotion in organizations by integrating theories on transformational leadership, emotion management, and organizational identity.

Transformational leaders utilize interpersonal emotion management strategies to influence and respond to emotions arising from the self-evaluative processes of organizational members during times of organizational identity change.

The conceptual model detailed provides insight on the intersubjective emotional processes grounded in social identity that influence transformational leadership. Future research into transformational leadership behaviors will benefit from a multilevel perspective which includes both interpersonal emotion management and intrapersonal emotion generation related to social identity at both the within-person and between-person levels.

The proposed model expands on the role of emotions in transformational leadership by theoretically linking the specific transformational behaviors to discrete emotions displayed by followers. While previous empirical research has indicated the positive outcomes of transformational leadership and the role of emotion recognition, work has yet to be presented which explicates the role of discrete emotions in the transformational leadership process.

The purpose of this chapter is to review the historical development of identity theory from 1988 to the present, and then outline some thoughts about future directions for the theory.

The chapter discusses major advances in identity theory over the past 25 years such as the incorporation of the perceptual control system into the theory, the introduction of “resources” in which symbolic and sign meanings are important, new views of the social structure, the relevance of the situation in influencing the identity process, the idea of different bases of identities, broadening our understanding of multiple identities, studying identity change, and bringing in emotions into the theory.

Throughout the review, empirical work is identified and briefly discussed that supports the major advances of the theory.

The chapter suggests a number of ways that identity theory may be developed in the future such as examining negative or stigmatized identities. Additionally, there is a discussion as to ways in which the theory may be tied to other theoretical traditions such as affect control theory, exchange theory, and social identity theory.

Identity theory has had a number of applications to various areas in society, including understanding crime, education, race/ethnicity, gender, the family, and the environment.

This is the most recent overview of identity theory over the past 25 years. It becomes clear to the reader that the theory offers a way of understanding the person as a cognitive, emotional, and behavioral agent who influences the structure of society but who is also influenced by the social structure.

This paper illuminates the distinction between individual and organizational actors in business-to-business markets as well as the coexistence of formal and informal mechanisms of coordination in multinational corporations. The main questions addressed include the following. (1) What factors influence the occurrence of personal contacts of foreign subsidiary managers in industrial multinational corporations? (2) How such personal contacts enable coordination in industrial markets and within multinational firms? The theoretical context of the paper is based on: (1) the interaction approach to industrial markets, (2) the network approach to industrial markets, and (3) the process approach to multinational management. The unit of analysis is the foreign subsidiary manager as the focal actor of a contact network. The paper is empirically focused on Portuguese sales subsidiaries of Finnish multinational corporations, which are managed by either a parent country national (Finnish), a host country national (Portuguese) or a third country national. The paper suggests eight scenarios of individual dependence and uncertainty, which are determined by individual, organizational, and/or market factors. Such scenarios are, in turn, thought to require personal contacts with specific functions. The paper suggests eight interpersonal roles of foreign subsidiary managers, by which the functions of their personal contacts enable inter-firm coordination in industrial markets. In addition, the paper suggests eight propositions on how the functions of their personal contacts enable centralization, formalization, socialization and horizontal communication in multinational corporations.

This chapter will use the lens of Foucault’s governmentality to critique the use of foreign qualification recognition (FQR) in Australia’s skilled migration programme. Foucault suggests that an imperative for governments is to find ways to manage its population to ensure its security and well-being. Foucault notes the explosion of measures designed to facilitate this imperative. We argue that FQR’s use in Australia’s skilled migration programme is another such measure. It is a process designed to ascertain the relative value of one person against another using educational attainment as the meter. We examine the literature on the subject and find there are three key themes: scale, barriers and the persistence of the problem. We explore the concept of value in FQR and find arguments are divisible according to two camps. The first finds that an education qualification represents some objective and meritocratic value that a migrant possesses and that the barriers and persistence of problems are traceable to an inability to find the right way to realize this value. The second supposes that qualifications essentially represent a claim that need not have any basis in a form of essential value. Using Foucault’s governmentality, we suggest that FQR’s primary source of value in Australia’s skilled migration process is its utility as a part of a regime that identifies and classifies migrants and establishes a regime with which to assure governments of the acquisition of a population it believes are most likely to contribute to its security and future prosperity.

This chapter considers the provocative yet unexplored idea that a relationship exists between the nature by which a union wins recognition from an employer and the collective bargaining outcomes that are produced. Since at least the Ronald Reagan Administration, many trade, service and industrial unions in the United States have deployed alterative means to win recognition. Unions have negotiated a host of neutrality and card-check agreements as alternatives to petitioning for elections under the auspices of the National Labor Relations Board. The use of these diverse organizing mechanisms has been well documented by numerous authors writing in the “union revitalization” genre, but what has not been done is the evaluation of the bargaining outcomes – effects – of different organizing tactics. The critical questions that have not been answered until now are, “What difference does it make how a union wins recognition?” Are the fortunes of newly organized union workers influenced by the way that they are brought into the labor movement? Based on a ten-year review of several successful union organizing cases, the findings from this chapter suggest that the key variable in gaining certification and ultimately a first contract is the ability of the union to leverage power and to do so in a timely manner.