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1 – 2 of 2Joe Ying Chin Yang and Yu Mei Chen
The paper seeks to examine nature‐based tourism (NBT) impacts from business managers' perceptions in economic, cultural and environmental aspects and understands the relationship…
Abstract
Purpose
The paper seeks to examine nature‐based tourism (NBT) impacts from business managers' perceptions in economic, cultural and environmental aspects and understands the relationship among socio‐demographic characteristics, type and level of involvement and participants' perception of impacts.
Design/methodology/approach
The paper uses social exchange theory to explain costs/benefits in each aspect. Several indicators including social‐demographic characteristics, attitudes toward the government, types and level of involvement are used to analyze costs/benefits of tourism impacts.
Findings
NBT has a moderate impact on participants' business – contributing approximately 30 per cent of their annual sales and 31 per cent of customers. Business managers believe benefits to the social/cultural environment are the most apparent impact in I‐Lan, followed by economic benefits. Participants believe that county government does well in tourism planning, and they believe that they could influence county government's tourism planning.
Research limitations/implications
Tourism related businesses are purposely chosen for this study. Thus, the findings cannot be inferred to a larger population.
Practical implications
The findings support the usefulness of social exchange theory in costs/benefits aspects. County government might change its role from top‐down decision‐making style to co‐partner with local business people.
Originality/value
The paper provides insights into understanding of business managers' perceived impacts. Therefore, county tourism planners and researchers can have a more efficient and holistic management of NBT in the region.
Details
Keywords
Ying Zhang, Puzhen Xiong, Shiyu Rong, Mark Frost and Wei Zhou
This study aims to investigate the mechanism of knowledge management within multinationals during the post COVID-19 era, with particular consideration given to the relationship…
Abstract
Purpose
This study aims to investigate the mechanism of knowledge management within multinationals during the post COVID-19 era, with particular consideration given to the relationship between the cultural intelligence of top managers and knowledge-oriented leadership using fear of COVID-19 as a moderating factor.
Design/methodology/approach
Derived from upper echelons’ theory and research on knowledge management success (KMS), a theoretical model and associated hypotheses have been developed and tested. Structural equation modeling was used with statistics collected from 288 top managers and executives of multinational corporations dominated by knowledge-intensive industries through a network investigation.
Findings
Results indicate that the levels of executives’ cultural intelligence and knowledge-oriented leadership contribute to KMS, while knowledge-oriented leadership acts as a mediator between them. In addition, the fear of COVID-19 of senior executives negatively affects both the direct and mediated influence of cultural intelligence on KMS.
Research limitations/implications
The current research uses an empirical approach to examine cross-border KMS. Further research is needed to develop more comprehensive measurement tools for KMS and more detailed research by further developing the subdimensions of cultural intelligence. In addition, this paper used cross-sectional research that limits the capability to establish causal relationships over time.
Originality/value
The research explores the “human side” of the key antecedents of KMS, fills the gap in research about the impact of cultural intelligence and knowledge-oriented leadership on the achievement of KMS, paves the way for emerging knowledge-oriented leadership from the initial phase to the mature phase and contributes to the literature on environmental uncertainty and crisis, using the COVID-19 as a representative context.
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