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This chapter analyzes Mao Zedong’s decision-making code in foreign policy decisions made during his years as China’s leader: 1949–1976. I examine six decisions in China’s foreign policy during Mao’s tenure: China’s involvement in the Korea war (1951), Annexation of Tibet (1951), attacking the Taiwanese islands (1954), China’s war with India (1962), its involvement in the Vietnamese war (1964), and 1969 incident with the Soviet Army. This, in order to shed more light on the decision-making of leaders from the Far East, and to try and understand insights pertaining to the current foreign policy of China.

The analysis was conducted using the Applied Decision Analysis (ADA) method, based on historical materials, testimonies, and reports. The analysis demonstrates that Mao followed the poliheuristic decision rule in these decisions. Chairman Mao was making his decisions while choosing the most rational, cost-effective decision among alternatives that did not place his political status at risk.

The purpose of this paper is to examine the key domestic conundrums which led to the possibility of rapprochement between Canada and the People’s Republic of China (PRC).

Adopting a “low politics” approach which emphasizes on individual actors and domestic issues that led to Sino–Canadian rapprochement, this paper draws from both primary and secondary sources which include archives and various historical documents to examine domestic socio-political and economic factors that led to the improved relations between the two states.

Sino–Canadian rapprochement was, on the one hand, the result of an increase in liberal activism and intensive socio-political change during the Quiet Revolution in Quebec (where public opinions mattered for federal party leaders) as a consequence of the collapse of ultra-conservative and anti-communist policies under the Duplessis era. Meanwhile, the PRC’s worsening economic situation as a result of the Cultural Revolution and Sino-Soviet tensions of 1968 placed China in a desperate situation to seek foreign aid. With the emergence of Pierre Trudeau’s era and Zhou Enlai’s diplomatic expertise, a further dialogue emerged which subsequently led to the normalization of relations in 1970.

Usually Canadian scholars studying China regarded 1970 as the watershed in Sino–Canadian relations, but this paper is going to illustrate that even two years before the diplomatic rapprochement, a turning point had already occurred which is 1968.

The purpose of our study is to explore the “idiosyncratic volatility puzzle” in Chinese stock market from the perspective of investors' heterogeneous beliefs. To delve into the relationship between idiosyncratic volatility and investors' heterogeneous beliefs, and uncover the ability of heterogeneous beliefs, as well as to explain the “idiosyncratic volatility puzzle”, we construct our study as follows.

Our study adopts the unexpected trading volume as proxies of heterogeneity, the residual of Fama–French three-factor model as proxies of idiosyncratic volatility. Portfolio strategies and Fama–MacBeth regression are used to investigate the relationship between the two proxies and stock returns in Chinese A-share market.

Investors' heterogeneous beliefs, as an intermediary variable, are positively correlated with idiosyncratic volatility. Meanwhile, it could better demonstrate the negative correlation between the idiosyncratic volatility and future stock returns. It is one of the economic mechanisms linking idiosyncratic volatility to subsequent stock returns, which can account for 11.28% of the puzzle.

The findings indicate that idiosyncratic volatility is significantly and positively correlated with heterogeneous beliefs and that heterogeneous beliefs are effective intervening variables to explain the “idiosyncratic volatility puzzle”.

The increase in population in the world has brought an overpopulation in various parts of the world, with those cities where their countries are developing being most affected, mainly because these usually have corrupt governments that make urban planning difficult in an optimal way. The increase in the construction of urban areas generates problems in the environment due to the increase in carbon emissions, greenhouse gases, and the extraction of natural resources. Therefore, governments must promote urban innovation based on compliance with sustainable development that allows for preserving the ecosystem and the population's quality of life. Urban innovation must incorporate technologies that allow sustainable activities to be carried out efficiently and monitor the progress of environmental regulations.

The chapter argues that you can appease both the present and the past; and that whilst appeasement is viewed with distaste that might not necessarily be so. Many traditions within moral philosophy itself seemingly advocate some degree of appeasement. Admittedly this could not be said of ethical egoists but it has long been disputed whether ethical egoism constitutes a moral philosophy solely because they refuse to appease anyone else insisting that their happiness cannot be compromised. Beyond that moral philosophy always involves appeasing someone or something. However in this chapter I am predominantly interested in those attempts to appease the past. I am especially interested in that given current developments in several states. With regard to those developments I am interested in the arguments made by Avishai Margalit that there is an ethics of memory. Margalit’s insistence that there is an ethics of memory is not unrelated to the conservative project in that it is concerned with conserving the past and conveying it to subsequent generations. I contrast that with John Lukacs' explanation of populism and its propensity to create myths; and in doing so contemplate Bernard Lewis' arguments as to the tensions which will be created by denying history.

The tourism sector’s fragility lends significance to mental health and wellbeing, especially amongst workers in the hotel and tourism sectors. However, stakeholders’ subjective wellbeing and mental health in these sectors due to the coronavirus disease 2019 (COVID-19) pandemic remain under-researched, especially for destinations with unique selling propositions (USPs). Thus, this study investigates the effects of the worldwide COVID-19 pandemic on various stakeholders in Kerala, India. In particular, the authors assess the mental health and welfare of those involved in the tourism sector with an eye on how the COVID-19 pandemic has influenced the field’s psychological and technical developments.

This study employs an ethnographic approach to understanding the idiosyncratic experiences of stakeholders using in-depth interviews (n = 68), focus group interviews (n = 3) and participant observation for 14 months. Reflexive thematic analysis was used to analyse the data.

The findings reveal the shifting perceptions in the tourism sector’s workforce by detailing various societal, technical and physical transformations, especially amongst the younger generations. The resultant psychological mapping generates a framework of the emotional perspectives of stakeholders during each stage of the pandemic. This study also highlights the urgency of crisis-management training for the workforce.

The COVID-19 pandemic has affected all spheres of global business, resulting in unprecedented challenges in both personal and professional life. The sector’s fragility lends significance to mental health and wellbeing, especially amongst workers in the hotel and tourism sectors. However, the subjective wellbeing and mental health of stakeholders in these sectors due to the COVID-19 pandemic remain under-researched, especially for the developing destinations with USPs.

Considering the importance of employees' voice behavior (VB) and psychological capital (PC) amidst the coronavirus disease 2019 (COVID-19), this study highlights the role of authentic leadership (AL) in building a psychologically strong workforce that can provide meaningful suggestions for the improvement of organization.

The study employed a questionnaire survey to collect the data and recruited 261 participants from the telecom sector Sindh, Pakistan. The data analysis was done using partial least squares structural equation modeling (PLS-SEM).

The findings of the study supported the hypotheses suggesting that AL can directly influence employees' VB and indirectly via PC.

The study was conducted during the COVID-19 in the telecom sector of Sindh, Pakistan. This study contributes by providing useful insights into that AL is an important form of leadership that encourages employees' voluntary behavior and psychological strength during the COVID-19 pandemic.

The present study investigates the role of “Transformational Leadership (TFL)” on employees' work engagement and its effect on their “Productivity” and “Extra-Role Customer Service” behaviors. In doing so, the present study examines the mediating role of two crucial variables, namely the creation of a “Service Climate” and the role of “Trust” that employees show toward their managers. Last but not least, this research examines the potential role of High Performance Work Systems (HPWS) as a moderator.

Partial Least Squares Structural Equation Modeling (PLS-SEM) was used on a sample of 459 customer-contact employees across thirteen 4- and 5-star Greek hotel organizations.

This study reveals the mechanism through which “TFL” impacts employees' productivity. Specifically, “TFL” first impacts employees' “Trust” toward their managers and helps toward creating a “Social Climate”. In turn, both “Trust” and “Social Climate” directly impact employees' “Work Engagement” who respond by showing increased “Productivity” and by exhibiting “Extra-Role Customer Service” behaviors. Nevertheless, the role of HPWS as a moderator was not confirmed.

The present study underscores the need for hotels' management to pay the required attention on creating an employment relationship based on “Trust”, as well as on creating a “Service Climate” in order for their employees to become work engaged and highly productive.

This is among the first studies that examine the “TFL” effects on employee outcomes in the Tourism and Hospitality sector, during the COVID-19 era.

Strategy.

The case is suitable for upper level undergraduate business and MBA students.

FOTILE, one of the fam ily businesses in Zhejiang, Ch ina, has now become the leading brand in the Ch ina kitchen appliance industry and has successfully entered into the global market. It has gone from a traditional family business in the 1980s to a modern enterprise because of the successful transformation from the first generation (Father: Lixiang Mao) to the second generation (Son: Zhongqun Mao) and the blending of a family business with the modern enterprise system. They both have strong beliefs that family businesses have their own advantages, but they have different ways and strategies of running the business. The case describes the process of how the father and his son worked together designing the strategies to successfully grow FOTILE.

The case is a vehicle for exploring strategies to operate a family business, to successfully develop a sustainability model, to manage a growing company through its entrepreneurial stage, and to merge western business culture with Chinese Confucian culture. It should help students to: explore strategies of managing/leading a family business and transferring successfully the business from one generation to the next; understand the importance of marketing, focusing on overall strategy and sustainability; know how to identify market opportunities, exhibit start-up intent, perform start-up planning, mission development, and feasibility analysis, and acquiring initial resources; and appreciate the close link between culture and strategy.

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From a hospitality and tourism perspective, the purpose of this study is to analyse the case of Jordan by looking at the implementation of corporate social responsibility (CSR) practices in the hospitality industry and their contribution to the management of the pandemic crisis, with a special focus on large hotels.

The method focuses on a qualitative study based on ten in-depth interviews with senior managers of five-star hotels in Jordan, fully used as quarantine facilities during the COVID-19 pandemic.

The study reveals how and why the implementation of CSR practices contributes to the crisis management in Jordan, also highlighting the role of the managers and the hotels’ organizational cultures.

Drawing from the unique case of Jordan, to the best of the authors’ knowledge, this is the first study which analyses the close relationships between crisis and hospitality management from a CSR perspective, and the impact of organizational cultures and ethical strategies on local stakeholders.