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The aim of this research is to explore the relationship between destination supply-side factors, visitor demand-side factors and the role of local government authorities in supporting the drive tourism market with effective interventions. A mixed methods approach was used to gather qualitative data from 14 destination stakeholders, which informed the development of a survey of 397 drive tourists to the Atherton Tablelands, in the far north of Australia. The findings identified stakeholder concerns about fragmented regional promotions by different regional entities, weakened destination branding and infrastructure needs. Drive tourist surveys indicated that although the destination provides a competitive tourism experience, there were concerns about the availability of information. This research highlights the danger of destination disunity, and the theoretical and practical contributions of the learning destination concept to understanding the importance of destination-wide, stakeholder collaboration, although it may be difficult to implement.

Sociology of sport in the United Kingdom is as old as the subdiscipline itself but was uniquely shaped by the prominence of football hooliganism as a major social issue in the 1970s and 1980s. While it remains a somewhat niche activity, the field has been stimulated by the growing cultural centrality of sport in UK society. This quantitative and qualitative development has been recognized in recent governmental evaluations of research expertise. Current research reflects this expanded range of social stratification and social issues in sport both domestically and on a global level, while the legacy of hooligan research is evident in the continuing concentration on studies of association football. Historically, this empirical research has largely been underpinned by figurational, Marxist/neo-Marxist, or feminist sociological theories, but there is now a greater emphasis on theoretical synthesis and exploration. As a consequence of the expansion of the field, allied to its empirical and theoretical diversity, there is a burgeoning literature produced by UK sociologists of sport that spans entry-level textbooks, research monographs, and the editorship of a significant number of specialist journals. The chapter concludes by noting the future prospects of the sociology of sport in the United Kingdom in relation to teaching, research, and relations with other sport-related subdisciplines and the sociological mainstream.

The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.

This paper aims to explore the implications for the way organizations develop leaders when decision making is delegated closer to the front line.

The paper explores this theme using the National Trust as a case study.

Conventional distinctions between “management” and “leadership” become blurred and potentially misleading when front line managers become more accountable for local performance. In addition, a blend of interventions is required to develop skills at various leadership levels, ranging from technical to personal, and group‐based to individually tailored.

The case study is based on a charity and ignores the implications for fiduciary duties for directors and trustees. In addition, the paper does not include a review of the definition of devolved or delegated decision making. Finally, the case study is ongoing and the final results from the work will not be evident for up to two more years.

Devolving responsibility in a charity is a rare and courageous initiative, given the broad array of stakeholders and level of public scrutiny. Given this challenge, private and public sector organizations can benefit from this experience and identify ways to engage their own stakeholders in the practical leadership development implications of a similar decision.

The purpose of this paper is to investigate the supply chain management (SCM) skills that support the sensing and seizing of opportunities in a changing business environment.

Based on the previous literature on the T-shaped model of SCM skills, data were collected through a mail survey among Australian business executives. The resultant skill sets are grouped along factors that support the sensing vs seizing of opportunities.

Interestingly from an SCM perspective, functional logistics-related skills are important to maintain competitiveness but are not the ones contributing to a firm’s ability to sense opportunities and threats, and to seize opportunities in a changing business environment. The authors, therefore, support the notion that supply chain managers should be managers first. Factual SCM knowledge is the solid basis, but otherwise only an entry requirement in this field.

Problem-solving skills, along with forecasting and customer/supplier relationship management, stand out as important components that support the ability of supply chain managers to sense and shape opportunities and threats in a turbulent business environment. This focus would tend to suggest the importance of supply chain integration and collaboration as management approaches. Other SCM skills from warehousing and inventory management to transportation and purchasing are more prevalent for maintaining competitiveness.

The results of the survey and the consequential analysis indicate that the content of tertiary-level educational programmes should be significantly reviewed to deliver two distinct (but partially overlapping) streams that focus on the generalist and functionalist managers who must work together in the management of the increasingly global and complex supply chains.

Functional skills often form the basis of training and education programmes for supply chain managers. Whilst these form the solid foundation for their jobs, they are entry requirements at best. In a changing business environment, other skills are needed for success. Given that turbulence is becoming the norm rather than the exception, this finding necessitates rethinking in training and education programmes, as well as in the recruitment of supply chain managers.

Testing the T-shaped model of SCM skills from a dynamic capabilities perspective, the results of the factor analysis lead to a regrouping of skill sets in terms of sensing and seizing opportunities in a turbulent business environment.

The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.