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The relevance of the use of business models in the measurement of tourist experience has been questioned. Therefore, the purpose of this chapter is to suggest a theoretical framework for the development of a multi-item Business Tourist Experience Value Model.

Against the Behavioural Intentions Model of Fishbein and Ajzen (1975), an alternative Business Tourist Experience Value theoretical model is suggested. This model consists of an integration and re-assessment of different elements from a range of empirical studies.

Experiential value, satisfaction, and post-consumption behavior may play an important role in acquiring information and knowledge creation on how business tourism organizations can use a Business Tourist Experience Value model to enhance service experiences.

Due to the explorative nature of the Business Tourist Experience Value theoretical model, more empirical studies are needed to investigate, test and validate the model.

Results from the theoretical discussion support the inclusion of experiential value, satisfaction, and post-consumption behavior as part of the Business Tourist Experience Value model. Due to the magnitude of the relationships among these dimensions it is expected that the theoretical and practical implications may complement each other. Therefore business tourism managers can use these dimensions as guidelines on how to create valuable experiences for their tourists and perform better.

This theoretical model offers new practices into business tourism managers’ measurement of experiential value, satisfaction, and post-consumption behavior in a business tourism context.

This chapter aims to identify integrated marketing communication (IMC) in the context of business to business to consumer (B2B2C) and empirically test a number of hypotheses related to the selected constructs. A model of the IMC was tested in a survey conducted among stakeholders in the selected field. Professionals responsible for communication and branding activities need to evaluate the relative contributions of the IMC in the B2B2C perspective.

We enjoin stakeholder theory, radical-cultural feminist theory, and critical race theory with critical intersectionality to critique findings which suggest that there still are significantly more men than women on nearly every Fortune 500 board of directors, with only six corporations featuring (50-50%) gender equity in 2017. Also, only 4.1% board members are women of color and 9% are men of color. Sixty-five people of color on corporate boards serve on more than one board. This means there are even fewer people of color filling top corporate leadership positions than meets the eye. The proposed alternative course of action is for boards of directors to follow the example of the small handful of peer Fortune 500 corporations that have achieved greater levels of board diversity, equity, and inclusion.

Along with accounting scandals in the past, academics, researchers, and legislators have focused on fraud. The purpose of this study is to examine postgraduate and doctoral studies, articles, and books about forensic accounting and fraud audit published between the years 2008 and 2018 in Turkey. For this purpose, a total of 96 studies have been examined and 35 of these are master’s theses, 10 of them are PhD theses, 45 of them are articles, and six of them are books. These studies were presented in tables as classified. The studies examined in our research are summarized as year they were published, the author, and the scope of the topic and in terms of results. The conclusions of this study can be summarized as follows: (a) the majority of thesis published about forensic accounting and fraud audit are in 2011 and following years. In addition, most of the theses are focused on forensic accounting review rather than fraud audit. (b) Results in the articles reviewed are in the same direction with theses. (c) There are very few books about fraud audit and forensic accounting. One of them is related to fraud audit, while the rest of them are related to forensic accounting and forensic accounting profession. We suggest extending the scope of the study and making to other countries.

The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less emphasis has been placed on how these digital tools will influence the management of the construction workforce. To this end, using a review of existing works, this chapter explores the fourth industrial revolution and its associated technologies that can positively impact the management of the construction workforce when implemented. Also, the possible challenges that might truncate the successful deployment of digital technologies for effective workforce management were explored. The chapter submitted that implementing workforce management-specific digital platforms and other digital technologies designed for project delivery can aid effective workforce management within construction organisations. Technologies such as cloud computing, the Internet of Things, big data analytics, robotics and automation, and artificial intelligence, among others, offer significant benefits to the effective workforce management of construction organisations. However, several challenges, such as resistance to change due to fear of job loss, cost of investment in digital tools, organisational structure and culture, must be carefully considered as they might affect the successful use of digital tools and by extension, impact the success of workforce management in the organisations.