Search results

The purpose of this paper is to present the findings of the baseline study on the state of digital heritage material preservation in Botswana.

The study was part of a three‐country United Nations Educational, Scientific and Cultural Organization (UNESCO) Digital Heritage Preservation Project on the state of digital material preservation in Africa involving Botswana, Ethiopia and South Africa. The study uses the survey method consisting of various components data collection strategies including field work, document research, observations and the holding of a national consultative seminar an additional data input tool. The field study involved visiting 26 institutions that were identified as having the actual or potential of managing heritage materials in the country. Two other categories of institutions that were surveyed included the service providers of digitisation systems in the country.

Findings revealed weak policy formulation on digitization both at the institutional and national levels; weak legislative framework for digital preservation; ill‐defined national digitisation co‐ordination for digitisation activities at institutional, national and regional levels; lack of awareness about the potential of digital preservation by national heritage institutions; a dearth of human resources for digitization; and lack of common standards on digital heritage materials preservation in Botswana.

Although the study was limited to institutions dealing with digital heritage materials preservation, the outcome of the study sheds more light on the challenges of preservation of digital materials in most of the institutions in Botswana.

The results of this study presents useful strategic policy options for the management and preservation of digital materials in Botswana and other countries of Africa facing a similar environment.

There is a dearth of literature on preservation of digital heritage materials in Africa, and this study provides useful insights that are unique and comparative experiences that exist on this subject.

The purpose of this paper is to advance the general understanding of the corporate heritage domain. The paper seeks to specify the requisites of corporate heritage and to introduce and explicate the corporate heritage marketing and total corporate heritage communications notions.

As befits an opening article of the first special edition specifically devoted to corporate heritage, this article is largely conceptual in character and draws on the extant literature on corporate heritage brands and identities. In illuminating key points, it also makes reference to extant corporate heritage entities/brands.

A provisional theory of corporate heritage sustainability is articulated, as is the enumeration of key corporate heritage traits. The notions of corporate heritage marketing and total corporate heritage communications are introduced and articulated. Key corporate heritage traits requisites encompass omni‐temporality; institution trait constancy; external/internal tri‐generational hereditary; augmented role identities; ceaseless multigenerational stakeholder utility and unremitting management tenacity. Corporate heritage marketing consists of eight dimensions: corporate heritage character/communications/covenant/conceptualisations/culture/constituencies/custodianship/context. Total corporate heritage communicates consists of primary/secondary/tertiary and legacy communications.

The paper notes the need for assiduous management attention to be accorded to organisations with a bona‐fide corporate heritage. Managers are custodians – as are organisational members guardians – of a corporate heritage. Corporate heritage institutions because they are sui generis require distinct approaches vis‐à‐vis their preservation and management.

Corporate heritage identities and corporate heritage brands confer not only corporate but also temporal, territorial, social, cultural and ancestral identities to multi‐generational groups of customers and other stakeholders. As such, they are of importance not only as corporate entities but also as perennial social identities as well. This is of importance to policy makers, managers and owners of corporate heritage identities and corporate heritage brands.

The unveiling of corporate heritage marketing and of total corporate heritage communications perspective and the articulation of key corporate heritage entity traits is original and is of value to corporate communications/corporate marketing scholars and practitioners alike.

The purpose of this empirical study was to introduce the theory of corporate heritage stewardship by focussing on the nascent corporate heritage identity domain. In particular, the research explores managers’ collective understanding of their organisation’s corporate heritage and how the latter is marshalled, and strategically represented, by them. The case study was undertaken in Great Britain’s oldest extant brewery. Established in 1698, Shepherd Neame is one of UK’s oldest companies.

Empirical research informed by a theory-building, case study using qualitative data. This study draws on multiple sources of data generated through semi-structured interviews, the analysis of documents and non-participant observations. The analysis of data was facilitated by a multi-stage coding process and a prolonged hermeneutic interaction between data, emerging concepts and extant literature.

Corporate heritage identity stewardship theory argues that the strategic enactment of a corporate heritage identity is predicated on a particular management mindset, which is meaningfully informed by three awareness dimensions expressed by managers (i.e. awareness of positionality, heritage, and custodianship). These awareness dimensions are underpinned by six managerial stewardship dispositions characterised by a sense of: continuance, belongingness, self, heritage, responsibility and potency. The findings are synthesised into a theoretical framework of managerial corporate heritage identity stewardship.

The insights from this empirical case study meaningfully advance our theoretical understanding of the corporate heritage identity domain. Whilst the empirical contribution of this study is qualitatively different from statistical/substantive generalisations, which seek to establish universal laws, the research insights are valuable in terms of theory-building in their own terms and are analytically generalisable. The insights from this study have the potential to inform further studies on corporate heritage identities, including research underpinned by a positivistic, and quantitative, methodology.

The findings have utility for corporate marketing management, in that they illustrate how a collective corporate heritage mindset can both inform, as well as guide, managers in terms of their stewardship of their firm’s corporate heritage identity. The theoretical framework is of utility in practical terms, in that it reveals the multiple dimensions that are significant for management stewardship of a corporate heritage identity.

The research confirms and expands the notion of management stewardship in corporate identity in corporate marketing contexts by identifying how a multi-dimensional managerial mindset has constitutive and instrumental relevance. Moreover, this study identifies the distinct characteristics of this corporate identity type – corporate heritage identity – which are revealed to have a saliency for managers. Both insights underpin the corporate heritage identity stewardship theory explicated in this article.

The purpose of this study is to investigate the link between history (heritage) and tourism marketing (destination branding). More specifically, the paper focusses on how heritage is used by private- and public-sector tourism organisations of post-colonial, post-conflict and post-disaster (PCCD) destinations in their branding strategy. In particular, the paper investigates how these organisations use heritage in their branding and logo design.

Within the paradigm of theory building and exploratory approach, this conceptual study is based on a narrative literature review and analysis of research and secondary data on Haiti. The study uses visual research methods to examine and reveal the basis and composition of logos of both private- and public-sector organisations in Haiti.

The findings of this paper suggest that capturing the essence of the destination is critical for any visual identification (i.e. logos), and that the visual identification can either adjust representation of past events to the time being (heritage) or move away from the past with clear expectations for the future. Such findings are reflected within the new marketing strategies adopted by the Haitian destination marketing organisation (DMO) and a private resort that we used as examples. Both moved from an idiosyncratic identity-based logo to a universal “sea-and-sun” stereotyped one that goes against heritage for which authenticity is the most important criterion.

The findings of this research may help destination managers in general, and DMOs in PCCD destinations in particular, to design logos aligned with their marketing and branding strategies. The findings of the paper may also assist industry experts in designing logos that communicate with potential tourists, by leveraging heritage to influence their emotion and decision making.

This paper represents one of the first papers in tourism research that examines branding strategies of both public and private sectors in the context of Haiti. The research contributes to the body of knowledge on heritage and destination marketing by exploring the role of heritage in the Caribbean area’s branding and marketing strategies.

This paper examines some of the key aspects of the process of maintenance management of the built cultural heritage. It is primarily based on responses to a questionnaire from a number of maintenance managers all of whom are responsible for significant stocks of historic buildings within their portfolios. The research identifies two types of organisation; “heritage focused” and “non‐heritage focused”. It examines differences in approach between them in the following key areas: aims and objectives of the organisation, the use of external consultants and condition surveys, prioritisation and costs. The paper identifies areas for further research. It also suggests that the identification of cultural significance embodied in the fabric of historic buildings and consideration of its vulnerability should be a prerequisite for determining approaches to maintenance management.

Engaging with heritage to support mental health and wellbeing has become a focus of research and policy, more recently moving towards social prescription of heritage interventions. While there are benefits to active participation, there are potential risks to those taking part and to the non-renewable historic remains and landscape that form the core of these projects. The purpose of the current research paper was to develop best practice guidelines for organisations offering heritage projects as interventions for people who live with mental health issues to protect both participants and heritage.

There were two research phases; a Sandpit with World Café discussions to produce a set of research priorities, and a Delphi Consultation, using three questionnaires distributed over six months, to develop best practice guidelines. The panel in both phases comprised experts through lived experience, policy, practice and research.

The Authentic and Meaningful Participation in Heritage or Related Activities (AMPHORA) guidelines cover three stages: project development, project delivery and project follow-up, with a set of action points for each stage. Of particular importance was authentic participation and expertise to ensure appropriate management of heritage/ historic environment assets and support for participants.

The AMPHORA guidelines can assist all organisations in the delivery of safe projects that support the mental health of those involved, as well as enhancing and protecting the historic environment.

To the best of the authors’ knowledge, these are the first research-led guidelines that help heritage organisations support those living with mental health issues.

The purpose of this paper is to identify critical success factors for the management of change in transition economies.

Four longitudinal case studies of Russian oil companies covering a ten‐year period from 1995, based on 71 in‐depth interviews. Examines organisational change from a resource‐based and organisational learning perspective.

Explains how top managers firstly, break with administrative heritage to increase absorptive capacity and secondly, leverage administrative heritage for rapid implementation of change. Intra‐ and cross‐case analyses demonstrate that absorptive capacity increases and organisational change occurs where the top management team has radically different skills and mindsets from the dominant logic of the post‐Soviet organisation, an entrepreneurial orientation and the capability to drive through change due to a top‐down management style.

The research is restricted to four case studies. However, the critical success factors identified could apply to any large, conservative and bureaucratic organisation undergoing change. This represents an interesting avenue for research on organisational turnaround in the West.

An understanding of the critical success factors for dealing with administrative heritage will assist managers in transition economies and in turnaround situations in the West.

The speed of change in the Russian oil industry provided a unique setting for research into organisational change in transition economies. On the basis of cross‐case analyses, a new theoretical framework was developed to explain the change process.

The purpose of this article is to contribute to the digital development and utilization of China’s intangible cultural heritage resources, research on the theft of intangible cultural heritage resources and knowledge integration based on linked data is proposed to promote the standardized description of intangible cultural heritage knowledge and realize the digital dissemination and development of intangible cultural heritage.

In this study, firstly, the knowledge organization theory and semantic Web technology are used to describe the intangible cultural heritage digital resource objects in metadata specifications. Secondly, the ontology theory and technical methods are used to build a conceptual model of the intangible cultural resources field and determine the concept sets and hierarchical relationships in this field. Finally, the semantic Web technology is used to establish semantic associations between intangible cultural heritage resource knowledge.

The study findings indicate that the knowledge organization of intangible cultural heritage resources constructed in this study provides a solution for the digital development of intangible cultural heritage in China. It also provides semantic retrieval with better knowledge granularity and helps to visualize the knowledge content of intangible cultural heritage.

This study summarizes and provides significant theoretical and practical value for the digital development of intangible cultural heritage and the resource description and knowledge fusion of intangible cultural heritage can help to discover the semantic relationship of intangible cultural heritage in multiple dimensions and levels.

This paper aims to study the corporate heritage brand traits and corporate heritage brand identity by concentrating on developing key dimensions for the corporate heritage brand dimensions in the retailing industry in the UK. This study advances the corporate brand heritage theory and introduces the theory of corporate heritage brand identity, which is developed from the case study of John Lewis – one of the most respected and oldest retails in the UK established in 1864.

This empirical study has adopted a theory-building case study using qualitative data. It uses semi-structured interviews that were organised and managed by John Lewis Heritage Centre in Cookham. A total of 14 participants were involved in this study. We have used Nvivo.11 software to set the main themes and codes for this study framework.

This study identifies Balmer’s (2013) corporate heritage brand traits that are essential to be considered for the corporate heritage brands in the retailing industry to sustain their innovativeness and competitiveness. The findings of the case study informed the four dimensions of corporate heritage brand identity, which include price, quality, symbol and design. The findings are incorporated into a theoretical framework of corporate heritage brand identity traits.

The discussed traits of this study can help brand senior management to enhance their corporate heritage reputation and sustainability through maintaining these (four) traits over their brand, and inform their brand stakeholders about their brand heritage success.

This is one of the few attempts to develop a research framework of corporate heritage brand identity. This framework suggests four dimensions of corporate heritage brand identity traits including brand price, quality, design and symbol. This is one of the first attempts to study corporate heritage branding management traits in the retailing industry sector.

The purpose of this paper is to explore why and how to involve community stakeholders to achieve sustainability in heritage tourism operations.

A conceptual model and three propositions are created based on stakeholder theory and the social capital perspective.

The study highlights the challenges facing heritage tourism operators and recommends that these organizations focus on inter-stakeholder group collaboration, participative decision making, responsibility and benefits sharing, and building an institutional power structure to involve hosting communities for sustainable operations.

Instead of approaching from the traditional philosophic perspective at the overall societal level, community involvement is studied at individual organizational level to provide more specific recommendations on how tourism companies can empower and involve community stakeholders.

This is one of the first studies to synthesize the constructs of organizational motivation, community empowerment, community involvement, and sustainable tourism operations in an integrated model to explore their relationships.