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This paper aims to investigate whether the sustainable livelihoods approach (SLA) enables an analysis of the complex interrelations and interdependencies between social entrepreneurs (SEs), destination communities’ livelihood assets and related transforming structures and processes. SEs in tourism are regarded as drivers for linking destination communities with enterprises, aiming to create economic benefits and livelihoods.

Data were gathered through participatory action research at a tourism lodge and its foundation, which facilitated agricultural training, and by conducting in-depth interviews with ten key stakeholders. The sustainable livelihoods framework (SLF) served as the theoretical framework.

The SLA enables an analysis of interrelations and interdependencies between various stakeholders and to visualise the way SEs forge the impacts tourism has on livelihoods. The agricultural project did not reach its full potential because of, amongst other factors, competing aims between the profit and non-profit business, resulting in the lack of a clear vision and strategy. Additional challenges were dependency on external funding and a lack of reciprocal communication between the stakeholders involved.

This research is based on one case study, and findings cannot be generalised. Future studies should develop the SLF further, possibly through adaptation and integration of other tools.

The SLF enables researchers to integrate local knowledge and participatory research methods, thus facilitating engagement and learning between different stakeholders.

Through empirical research, this paper adds valuable insights into the applicability of the SLF in the context of social entrepreneurship in tourism.

This chapter aims to establish the relation of luxury tourism to sustainability and questions whether tourism in its current form is not itself a luxury. By analysing consumer travel motivation and demands of luxury tourism, we examine the impact of these perceptions and ask whether Anthropocene tourism does not by definition have a negative impact on the environment. A new concept of luxury has developed clearly illustrated by a move from Maslow’s (1943) ‘esteem’ to the top tier of ‘self-actualisation’ as reflected in Pearce and Lee (2005) Travel Career Ladder and top tier of personal fulfilment. This move has led to a decline in physical trophy collection, but rather the desire for luxury is taking on a new definition more about a perception of environmental connection, personal fulfilment and finding a brand or experience that shares similar values to the consumer. The commodification of nature has led to new forms of tourism concentrating on connecting to places, people and causes. An analysis of tourism growth impact in the Global North and South, and neo-colonisation in tourism highlights the contradictions within sustainable goals and tourism. It is increasingly difficult to categorise tourism as sustainable or unsustainable, luxury or non-luxury, but rather this chapter questions whether tourism itself has become an unsustainable pandemic and an indefensible luxury.

Drawing upon ego depletion theory, the authors developed a serial mediation model linking job insecurity with employee political behavior in which resource depletion and moral disengagement operated as two sequential mediators. The authors further identified employee moral identity as an important boundary condition that impacts the strength of this serial mediation effect.

Multilevel analyses were utilized to test the proposed hypotheses by analyzing a sample included 306 employees nested in 71 groups.

Results revealed that job insecurity induced resource depletion that activated moral disengagement, which in turn instigated political behavior. Furthermore, employee moral identity weakened this serial indirect effect. Specifically, this indirect effect was positive when moral identity was low, whereas did not present when moral identity was high.

Prior studies have primarily concentrated on the detrimental effects of job insecurity. However, less study has investigated how individuals proactively cope with job insecurity. The authors contribute to this stream of research by exploring whether and how job insecurity facilitates employee political behavior.

During team meetings, expressing negativity about other team members’ ideas and contributions – that is, negative disagreements – can derail team processes and harm team productivity. If team members want to improve their meetings and reduce negativity, which aspects are relevant starting points? This chapter discusses the complexity of this question by considering the interplay of team attributes, individual characteristics, and verbal interaction dynamics that may evoke negative disagreements in meetings. To this end, this chapter relies on existing behavioral and survey data of 259 employees nested in 43 team meetings that were analyzed using statistical discourse analysis. The results of this analysis highlight several potential starting points for reducing negativity in workplace meetings. First, we discovered that team attributes matter, as teams with a lower overall level of job satisfaction were more likely to experience negative disagreements during their meetings. Second, at the individual level, we found a significant gender effect such that women were more likely than men to start negative disagreements. Third, individual team members reporting lower organizational trust were more likely to start negative disagreements. Finally, counter to previous work on interaction dynamics during meetings, we could not identify specific verbal behaviors that triggered negative disagreements. In terms of practical implications, we discuss how managers can increase organizational trust and job satisfaction (e.g., through ensuring justice and improving job design) in order to encourage more positive meeting interactions.

Humans now enjoy a better life because of Artificial Intelligence (AI). AI has a significant impact on the creation of smart cities. Modern applications based on big data, Internet of Things (IoT) systems, and deep learning require extensive use of complex computational solutions. Thus, the following problems arise: (1) what are smart cities? (2) what is AI? (3) How is AI used in smart cities? To respond to this problem, the following objective was set: to map how AI is used in smart cities. For this purpose, a qualitative methodology based on a narrative analysis of the literature was used. It is concluded that AI and smart cities are complementary technologies that can assist cities in tackling difficult issues including public safety, transportation, energy management, environmental monitoring, and predictive maintenance. This chapter’s findings, while broadly applicable, offer valuable insights into the Gulf region’s unique context, where rapid urbanization and technological adoption intersect with cultural and environmental considerations. The integration of AI in smart cities presents a promising avenue for the Gulf region to address its specific challenges and leverage its economic and infrastructural strengths, thereby contributing to the broader goals of innovation, development, prosperity, and well-being as envisioned in the region’s Vision 2040 initiatives.

The purpose of this paper is to investigate the effects of surface topography, including surface roughness, circumferential waviness and radial taper, on hydrodynamic performance of liquid film seals considering cavitation.

A mathematical model of liquid film seals with surface topography was established based on the mass-conservative algorithm. Liquid film governing equation was discretized by the finite control volume method and solved by the Gauss–Seidel relaxation iterative algorithm, and the hydrodynamic performance parameters of liquid film seals were obtained considering surface roughness, circumferential waviness and radial taper separately.

The results indicate that the values of load-carrying capacity and frication torque are affected by the surface topography in varying degrees, but the effect is limited.

The results presented in the study are expected to aid in determining the optimum value of structural parameters for the optimum seal performance because of the realistic model which considers both surface topography and cavitation.

A growing body of research finds that gig economy platforms use gamification to enhance managerial control. Focusing on technologically mediated forms of gamification, this literature reveals how platforms mobilize gig workers’ work effort by making the labour process resemble a game. This chapter contends that this tech-centric scholarship fails to fully capture the historical continuities between contemporary and much older occurrences of game-playing at work. Informed by interviews and participatory observations at two food delivery platforms in Amsterdam, I document how these platforms’ piece wage system gives rise to a workplace dynamic in which severely underpaid delivery couriers continuously employ game strategies to maximize their gig income. Reminiscent of observations from the early shop floor ethnographies of the manufacturing industry, I show that the game of gig income maximization operates as an indirect modality of control by (re)aligning the interests of couriers with the interests of capital and by individualizing and depoliticizing couriers’ overall low wage level. I argue that the new, algorithmic technologies expand and intensify the much older forms of gamified control by infusing the organizational activities of shift and task allocation with the logic of the piece wage game and by increasing the possibilities for interaction, direct feedback and immersion. My study contributes to the literature on gamification in the gig economy by interweaving it with the classic observations derived from the manufacturing industry and by developing a conceptualization of gamification in which both capital and labour exercise agency.

Rarely is emotional labor explicitly discussed as a required aspect of crisis response work. While the gender inequities in withdrawal from the workforce emerging from the pandemic are well documented, we know little about the emotional toll of managing the ongoing disruption of the pandemic for women with different degrees of membership in organizations.

This research uses a dynamic mixed-methods approach in studying emotional labor among women during times of disruption. Specifically, we explore with surveys, daily diary entries, and semistructured interviews the emotional experiences of women working at a California-based nonprofit organization during the height of the COVID-19 pandemic. With our data, we are able to compare the emotional expectations and experiences of full-time (FT) and part-time (PT) employees.

Results show differences in emotional experiences and labor by group membership, with FT employees reporting higher rates of surface acting: FT employees suppressed (28%) and inauthentically expressed (12%) emotions more often than PT employees (23% and 5%, respectively). Qualitative evidence suggests socialization is occurring more formally for FT employees and informally for PT employees, influencing perceived emotional expectations and subsequent emotional labor.

The contributions to this volume focus on an understudied topic in nonprofit management: emotional experiences in times of disruption. Novel evidence on differing emotional experiences, particularly surface acting, as a function of group membership may motivate other research to disentangle issues of change management during crises.

These differing rates of surface acting have meaningful implications for burnout and retention of employees in a sector that is heavily reliant on voluntary and PT engagement. Thus, this work serves to provide organizational leadership and management insight on mechanisms shaping employee outcomes.

The findings here have important implications for employee well-being and are crucial to the way individuals across society manage the stress of working during times of crisis.

PT work is subject to different emotional norms than FT work. These novel findings provide value to organizational leaders who oversee a workforce with varying degrees of group membership.