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In developing economies, 30% of the gross domestic product on average is undertaken by unregistered businesses. The informal economy leads to high opportunity costs by preventing gains from trade with strangers. To overcome this obstacle, sellers who usually operate in the informal economy should strive to move to formal markets. Current theories are drawn from a view of markets as institutions governed by formal and informal rules. In a nutshell, informal-formal market transitions must be met with a regulative solution. However, the overall results have been disappointing. This failure invites a re-diagnosis of the problem that informal sellers face to act in formal markets and suggesting novel solutions. This paper aims to address this gap.

This is a conceptual paper. The authors adopt MacInnis’s (2011) framework to characterize the approach to theory development.

The authors argue that extant views of formal/informal markets differences address only one of Scott’s (2014) three pillars (regulative, normative and cultural-cognitive). By drawing on Bourdieu’s legacy, the authors propose a cultural-cognitive reading of institutions and suggest it offers a lens to understand the problem as an access challenge, and thus a marketing problem. This perspective allows us to conceptualize informal/formal markets as two distinct institutional fields and argues that all individuals inhabit a particular habitus and contend that moving between markets requires a habitus shift. Thus, acting in formal markets involves bridging a habitus gap. Finally, the authors argue the need for a market-facing intermediary that takes on a market habitus bridging role.

The authors suggest future research efforts could benefit from this new conceptual lens as a means of re-diagnosing other forms of market access that have produced disappointing results.

By looking at differences between formal and informal markets as a habitus gap, the allocation of public funds to support transitions can be better targeted and spent.

The concept of market-facing intermediaries suggests that the beneficiary (e.g. informal seller) and target populations can be different. This insight could catalyze social innovation and trigger novel perspectives to design systemic solutions.

Conceptualizing the formal-informal market transition as a habitus gap suggests new directions to resolve access challenges and a new mediator solution.

The case study approach has been widely used in management studies and the social sciences more generally. However, there are still doubts about when and how case studies should be used. This paper aims to discuss this approach, its various uses and applications, in light of epistemological principles, as well as the criteria for rigor and validity.

This paper discusses the various concepts of case and case studies in the methods literature and addresses the different uses of cases in relation to epistemological principles and criteria for rigor and validity.

The use of this research approach can be based on several epistemologies, provided the researcher attends to the internal coherence between method and epistemology, or what the authors call “alignment.”

This study offers a number of implications for the practice of management research, as it shows how the case study approach does not commit the researcher to particular data collection or interpretation methods. Furthermore, the use of cases can be justified according to multiple epistemological orientations.

This study aims to analyse the importance of public and private policies to inclusive, sustainable, cohesive and accessible tourism in Portugal and also to assert tourism activity as a central point for economic, social and environmental development across the country.

This paper is a viewpoint reflection on the design and implementation of the Tourism Strategy 2027.

The importance of joint work to affirm tourism as a hub for economic, social development and environmental impact throughout the territory, positioning Portugal as one of most competitive, inclusive and sustainable destinations worldwide.

Now more than ever, strategic tourism goals are key points in support of innovative, accessible and inclusive tourism, to stimulate data-based decision-making, improve the tourist experience and increase the focus on sustainability.

In this paper, the objectives of the Portuguese tourism strategy 2027 are outlined and a series of unprecedented initiatives are profiled, which aim to provide the destination with highly competitive conditions, to differentiate it from other tourist destinations while increasing its notoriety and competitiveness.

The purpose of this paper is to present the Portuguese Tourism Strategy for 2027.

The main political decisions related to tourism are analysed and are related to the sector’s present performance.

Current tourism results show the sector’s capacity in generating more revenue, more employment and the ability to increasingly spread out the activity throughout the year and across the territory.

This article concludes that there remain some challenges that the tourism sector faces, including the need to minimize the effects of seasonality, increase territorial cohesion, capitalize tourism companies, increase innovation and entrepreneurship, among others. All these are part of the main issues for Portuguese tourism in the next decade.

The purpose of this paper is to present the Portuguese REVIVE project, which aims to promote the re-qualification and tourism utilization of a set of national properties with architectural, heritage, historical and cultural value. The purpose is to convert them into economic assets thereby generating employment and wealth throughout the territory.

The main decisions related to the REVIVE program are analyzed and related to the sector’s present performance.

The heritage need for recovery, as well as its return to public enjoyment through a new form of tourist use, was the motto for the construction of the REVIVE Program. Of the 33 properties identified and integrated in the REVIVE program, 17 are located in the countryside. Out of the total,16 properties have already been put to tender, highlighting that 7 contracts have been signed with the contest winners, in an estimated investment of over €50m.

This paper shows how the Portuguese Tourism Strategy 2027 identifies as differentiating assets the history, the culture and the identity of territories and local communities. Among other lines of action, it also highlights the valorization of communities and territories, thereby boosting the economy.

The paper analyses the dramatic global slowdown of tourism caused by the pandemic and how it has provided an exceptional opportunity for the tourism sector to reassess both its priorities and practices, especially in relation to our planet and society.

This paper provides an analysis of the European Travel Commission's position regarding the development of a sustainable tourism ecosystem and the definition of new metrics to measure this transition, thus allowing European National Tourism Organisations (NTOs) to share knowledge and learn from each other.

NTOs across Europe are at different stages in their journey towards a sustainable tourism development model. Some destinations are still focussing on attracting more travellers from international markets while others at a more mature stage, are switching their work towards the management of tourism flows. These latter examples support the approach that developing a tourism strategy should start with the needs of the destination, and the local people should be directly and fully involved in the tourism strategy. Initiatives such as this can support tourism decision-making based on data and firm evidence and help to address doubts and common misunderstandings around how residents feel.

This paper highlights how the European Travel Commission, together with its members, are working towards a new world benchmark for responsible, sustainable and innovative tourism in response to exponential growth of demand, the reality of the ecological transition and the emergence of a new digital era.

The purpose of this paper is to provide an historical account of the evolution of the purchasing and supply management (PSM) field from the perspective of resource interfaces between buying firms and their suppliers. This historical account is then used as a platform to develop a framework for understanding of the capabilities required to manage a cluster of resource interfaces.

The paper uses an historical survey of practices and ideas in the PSM field to develop a theoretical argument on capabilities to manage resource interfaces between buying firms and their suppliers.

The paper proposes a framework linking learning, interactive capacity and interactive capability as they evolve through the interplay between resource interface type, organizing principle and technology strategy.

This paper contributes a conceptual framework focussing on the capabilities that underpin the management of individual resource interfaces.

The paper offers the following practical implications: first, the firm needs to consider what type of interface applies in the relationships with its suppliers: second, the firm needs to consider its technological strategy in light of its current supplier interfaces and organizing principles: third, the internal as well as external organizing needs to be aligned with what the firm proposes to achieve from its supplier relationships and be congruent with the interfaces deployed to manage those relationships: fourth, interacting with suppliers is a matter of learning regarding the outcomes of the interaction as well developing interactive capacities and capabilities.

The paper provides a first attempt to go beyond the characterization of individual resource interfaces in buyer-supplier relationships, to look at the capabilities required to manage multiple resource interfaces and the dynamics underpinning paths of development for those capabilities.

This paper proposes a new approach to operations and supply strategy in the light of recent developments in the analysis of the respective roles of products and services in delivering benefits to customers.

Reviews and synthesises concepts from operations management (OM), marketing, economics and related areas. Examples of product and service combinations are considered, drawing attention to the ways in which services may be distinguished from products. An institutional basis for defining services is favoured over IHIP. A corollary of this is how services are made tradable: the modularity theory of the firm is used to do this. The paper then outlines, considers and compares various approaches to the combination of products and services: “service‐dominant logic”, support services, product‐service systems, systems integration, performance‐based logistics, bundling and, finally, the notion of “the offering”.

It is found that the notion of the business model is useful as an integrating concept. This focuses on four areas: network structure, how transactions are made, how revenue models and incentives interact and how capabilities are accessed. Implications for future research in OM are considered.

Hitherto, operations strategy (OS) has concentrated on intra‐firm capabilities, which is only part of one of the four areas identified. Therefore, an extensive agenda for research into inter‐firm capabilities and the other three areas identified is presented.

This is among the first papers in OM to break completely with IHIP as a basis for service definition and to work through the implications for OS. It is also the first to develop systematically an understanding of how the emerging concept of the business model can inform OM.

Compares the different models of behaviour between exportation and internationalisation in an organization. Examines other studies on the subject of export behaviour and looks at the lessons and opportunities which arise from these. Attempts to résumée the different models and studies and also to evaluate their implications for government policy and export management. Proposes these points for further exploration.