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There were two questions the participants of the workshop were to answer against the back‐ground of three presentations. 1. Does tourism actually contribute to the economic growth of a country or region, and if yes, how? 2. What is the role of the state in this context? The three presentations in this workshop dealt with the following topics: The Contribution of Events to Growth in Tourism (Roland Scherer, Franz‐Martin Riklin, and Thomas Bieger; University of St Gall, Switzerland) Rapid Tourism Growth in a Fast Crowing Economy — The Case of Ireland (James Deegan and Donal A. Dineed; University of Limerick, Eire) The Importance of Building up Slovenia's Positive Image as a Competitive Advantage Factor (Maja Konecnik; University of Ljubljana, Slovenia) Two of the papers will be considered more closely in this report: The paper on the Lucerne Festival because for some reason it was published only in German in the conference proceedings (pp. 277–301), and Maja Konecnik's presentation on Slovenia's image as it has not been published at all. The second presentation has been published in English in the conference proceedings and can be looked up there in detail (pp. 207–222).

Systemic leadership deploys leadership responsibilities and privileges across an organisation’s human resource. Business and performance excellence models limit leadership to senior executives, regarding it as competence based. Leadership legacy across history, however, is chiseled with such core values as courage, wisdom, sacrifice, stewardship and servanthood. Supporting corporate nihilism, business and performance excellence models ignore such values. Presented herein is a balance restoring the leadership core value set. Deployment through the reward and recognition system and assessment of leadership pervasiveness are briefly discussed.

Institutions are collective responses to collective concerns, with the underlying link between concern and response being the purpose of the institution. With this conceptual lens, we analyze the history of the Aktiengesellschaft (AG), which emerged in Austria and Germany around 1800. While any analysis of the organizational features of the form would have diagnosed marked stability over the past two centuries, our historical study reveals significant shifts of the AG’s purpose and meaning: from a vehicle in the service of the public interest, shareholders, and employees to a persona with legitimate self-interests and the will to survive. We suggest to regard such purpose drifts as distinct variant of institutional change. In addition, we conclude that the AG’s essentially political actorhood institutionalizes the ever fragile and delicate quest for a balance between the different legitimate interests on whose behalf a corporation acts (including those of the self). Such a view, we argue, can offer a future for the corporation as organizational form.

Guidance on the many questions of life can be found in stories and tales. These are carriers of a collective wisdom gathered by our forebearers which resonates deep within our minds and souls. The chapter builds upon C. G. Jung’s work on archetypes to reflect upon the pitfalls and challenges facing organisations and individuals who wish to improve lives. Two tales are introduced and discussed with a view to highlighting how lessons can be drawn from tales with practical implications for organisational life and for the implementation of meaningful change in relation to well-being inside and outside of work. The tales notably bring attention to the learning and maturing process of a consciousness overly identified with certain aspects of the archetypal masculine and outline how generative solutions need not be sought out far from home; instead, the undervalued wisdom of a grounded, earthy archetypal feminine are ready to be engaged with if only we open our mind and heart to her.

The article deals with factors that act as an incentive to internationalisation of the hotels in the small‐to‐medium‐sized enterprises (SME) category in the traditional tourism countries, and also discusses the obstacles to internationalisation. The “OLI” approach according to Dunning (ownership advantages, location‐specific advantages, advantages of internalisation) is tested against the results of a survey of hotelkeepers in the Alpine countries, particularly Austria. It is not just the size of the enterprise that acts as a limit on the extent of internationalisation of SMEs. Other factors that determine the attitude taken towards internationalisation include market intelligence, financing problems, the degree of entrepreneurial spirit, and the specific nature of tourism services.

In this chapter we apply intergroup emotion theory (IET; Mackie, Devos, & Smith, 2000) to reflect on the conditions under which individuals may experience intergroup emotions in workgroups, and to explore some possible consequences of those emotions. First, we briefly outline IET and describe the psychological mechanisms underlying intergroup emotion with a particular emphasis on the role of social identification. Second, we describe some of the antecedents of shared and varied social identifications in workgroups, which may in turn elicit shared or varied intergroup emotions in workgroups. Finally, we consider potential consequences for both relationship and task outcomes such as organizational citizenship behavior, workgroup cohesion, relationship and task conflict, issue interpretation, and information sharing.

Chief Executive Officer (CEO) activism, i.e. executives, publicly weighing in on sociopolitical debates, is an area of increasing interest in academia and business. This young research field provides valuable insights, but it still represents a scattered discussion in a variety of disciplines. Thus, this paper aims to present a guiding framework, integrate current knowledge, aggregate published findings and outline avenues for future research.

The authors conducted a systematic literature review building on a sample of 36 publications. In consequence, 1,146 lead themes were derived and studied in an in-depth qualitative analysis by deploying a pattern-inducing method.

Research on CEO activism can be placed on a time-oriented logic, giving insights into the realisation of activism, stakeholder reactions, moderators and perception effects. These four aggregate dimensions can be explained by 15 second-order themes and 48 more detailed first-order themes.

Considering the risks and benefits of CEO activism, top executives and communication professionals should be aware of its implications. This paper provides an integrated view of the different mechanisms and potential effects of CEO activism. Thereby, it proposes communicative planning from activism’s realisation to its perceptual results.

The study provides a holistic view of CEO activism as a starting point for further discussion. To the latest of the authors’ knowledge, this work is the first integrated conceptualisation of the discussion of CEO activism. The proposed avenues for future research stem from a detailed examination of published knowledge.

This chapter provides an in-depth understanding of the cognitive processes that facilitate creativity from a multi-level perspective. Because cognitive processes are viewed as residing within the individual and as an individual-level phenomenon, it is not surprising that a plethora of research has focused on various cognitive processes involved in creative production at the individual level and the factors that may facilitate or hinder the successful application of these processes. Of course, individuals do not exist in a vacuum, and many organizations are utilizing teams and groups to facilitate creative problem solving. We therefore extend our knowledge from the individual to the team level and group level, providing more than 50 propositions for testing and discussing their implications for future research.