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A number of places have used the “I love” or “we love” tagline or slogan to promote their place, with the “I love New York” (using the heart symbol) possibly being the most familiar. Other places have used similar campaigns which can often be observed by the sale of merchandise from souvenir shops. The purpose of this paper is to investigate the “We love the Gong” campaign relative to the city of Wollongong, Australia.

After providing a background to the city of Wollongong and a brief explanation as to the meaning and use of slogans, an investigation of the campaign was undertaken by interviewing the person responsible for the campaign. Where appropriate, the explanations provided are supported by reference to local media reports and relevant literature.

It was found that the Wollongong campaign was more than a merchandising exercise. The campaign was a reaction to place identity and place image problems and was underpinned by research and a consequent marketing plan. The campaign was adequately resourced, professionally implemented, and research to monitor its effectiveness was undertaken.

The paper contributes to the application of management and marketing principles to places by providing details of the campaign and lessons learnt from a review of its implementation.

The purpose of this Editorial is to introduce the subject of place management and, more specifically, the Journal of Place Management and Development.

The approach is reflective, reflexive and indulgent. The Editorial examines the background to place management and summarises current practical and theoretical interpretations on the subject, that have been written by the JPMD Editorial Board.

The Editorial establishes the breadth of the topic of place management as well as making some tentative predictions about where research in the subject could or should go in the future.

The Editorial calls for more joint research between academics and practitioners, to ensure that research is academically grounded but practically relevant.

The Editorial is a good introduction to the subject of place management and should be read by academics or practitioners with an interest in the subject.

Drawing on a larger study of coaches, parents, and children involved in nonelite sport in New Zealand, this chapter examines Jay Coakley's (2021) concept of the “Great Sport Myth” (GSM), whereby a strong belief in the innate purity and goodness of sport produces a reluctance to criticize it. This chapter emphasizes the developmental outcomes that parents and children believe are gained through sport and demonstrates the ways that parents relinquish control to coaches and reinforce the dominance of the coach as the decision-maker through their belief in the strength of the GSM. These findings are significant, given the large number of abuse cases that have come to light in sport in recent decades where the absence of parental intervention is marked. Not only are children socialized by their time in sport, but so too are parents, who are taught that they are “good” parents if they trust the work of the coach. The findings are also at odds with a prevailing neoliberal emphasis on individualization, especially in education policy and practice, where parents are more likely to intervene to assert the individualized needs of their children. This study is unique in addressing the relatively neglected experiences of those who play at the competitive, but not serious or elite, end of sport.

Discussions about transferring human resource practices across national borders inevitably raise the question as to whether practices in different countries will converge on a common model or whether they will be characterized by continued divergence. The convergence hypothesis is a product of the landmark study by Kerr, Dunlop, Harbison, and Myers (1960), who sought to understand the forces shaping national industrial relations systems by analyzing the experiences of national economies at various stages of industrialization. They predicted a convergence of practices as industrial societies adopted plural market economies in which major actors shared beliefs about the nature of industrialism, the efficacy of the market economy, and the need for mechanisms to reconcile the interests of employers, the public, and workers.

The purpose of this paper is to postulate that the technique of Importance-Performance Analysis (IPA) is currently underutilised in visitor management studies reported in the peer-reviewed marine wildlife tourism (MWT) research literature. Further, this paper provides insight into how IPA could inform future research and management of tourism experiences at marine wildlife destinations.

This paper synthesises learning gained from the natural area tourism and recreation literature that report the application of IPA in MWT and insights from a recent study at the Dolphin Discovery Centre in Bunbury, Western Australia.

Although currently underutilized in MWT research, IPA is a relatively straightforward, easy to interpret, and, if correctly applied, a powerful tool that managers and researchers can employ to investigate and enhance visitor satisfaction in the short-term and for longer-term sustainability of the industry through visitor-informed tourism management.

Having identified the opportunity to enhance visitor experiences, site management and target species welfare through increased IPA research, this review provides a plain language introduction to the application of IPA and direct access to comprehensible academic discourses and exemplars for the technique. Moreover, in light of increasing tourism demand, IPA can assist in determining management options for the future.

Transformational leadership has been found to positively influence employee attitudes and behaviors. However, research also has shown that a variety of task and motivational factors lead to similar outcomes. Yet, little research has explored the potential interaction of transformational leadership with these other factors. We utilize fuzzy-set/qualitative comparative analysis to explore the ways these factors may interact to produce positive employee outcomes. Specifically, we found that high levels of employee commitment and performance can be achieved in the absence of a transformational leader through various “bundles” of enriched jobs, challenging goals, and high quality leader–follower relationships.

Data from samples of managers from eight countries, Thailand, Nigeria, Philippines, Peru, Uruguay, Argentina, Spain, and the United States, are used to explore cross-national differences in how individuals make judgments about an individual's pay. A policy-capturing instrument is used to elicit judgments about the ways that variations in individual employee job performance, business unit performance, seniority, schooling, and need affect judgments about pay fairness. Significant between-country differences are found in the sensitivities of pay fairness judgments. However, these differences are not well explained by differences in individualism/collectivism reflected either by a priori categorizations of national culture or direct measures of horizontal/vertical collectivism. Implications for the explanation of cross-national differences are explored.