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The purpose of this paper is to identify and describe the most recent (or emerging) trends likely to have a major impact in shaping the future of tourism in Europe.

The methodology of this paper involved in-depth literature review of European Union policies, initiatives and programs. Also, semi-structured interviews were conducted with key individuals/organisations, mainly at a European level, but also including pertinent global and national tourism organisations. Moreover, an online survey was also conducted and circulated to a wide range of organisations from all 28 EU Member States. Nvivo was used to analyse the documents as well as to conduct a content and thematic analysis of the interviews.

This paper identifies five trends associated with the future of tourism in Europe. Those main trends are: evolving visitor demand; marketing; stakeholders and tourism governance; new technologies; and sustainable and responsible tourism.

This trends paper provides five useful recommendations for the future of tourism in Europe, including: sustainable tourism development, investment in technology, effective tourism governance, enhance Europe's overall destination brand and marketing strategy, and the need for new skills and training.

Today the governance and management structure of business organizations, particularly publicly traded corporations uti lizes a board of directors. Organization use of boards of directors is considered an openly accepted and utilized structure to provide leadership and management direction in business organization. Because large public companies recognize the value to the corporation and because of the increased regulatory requirements placed on publicly traded companies, the use of boards of directors are strongly endorsed. For small businesses and privately held companies, however, a board of directors is not always viewed as a useful part of the corporate structure. This paper reports on the results of a study which focused on the board functions and operations of small privately held corporations. A survey of 180 small, of ten family owned, non‐public corporations was conducted in one Mid western state. The study corroborated the expanding body of literature suggesting the lack of formality in board functions for small privately held companies. Critical factors influencing board function and action included needs of the company, abilities of the directors, sophistication of ownership and management, as well as life cycle stage, percent of family ownership and trading status of the corporation’s stock.

Although a large contingency of theory and research has been conducted in the area of individual and interpersonal communication, relatively few theoreticians have focused on the broader character of communication at the organizational level of analysis. With the increasing emphases on total quality, leadership, adaptive cultures, process reengineering, and other organizational change and development efforts, however, the need to understand the process and function of organizational communication at a broader, more systemic level is paramount. The following paper attempts to address this issue by providing: (1) a comparative review and critique of three “classic” theoretical approaches to describing the importance of communication in organizations and the relationship between communication and organizational functioning (open systems theory, the information‐processing perspective, and the communication as culture framework); and (2) a new integrative framework—the CPR model of organizational communication—for conceptualizing and understanding the nature of communication in organizations based on constructs adapted from these three perspectives. The model is then used both in an applied example to help diagnose an organizational system and to stimulate suggestions for future research.

Despite the breadth of knowledge on self and identity formation across the study of organizations, the field of organizational development and change has limited research on the construction of professional identity. Much has been written to describe the “self-concepts” of those practicing and researching in the field, but there have been no investigations that have explored how these “self-concepts” form. In addition, although women have contributed to defining the “self” in the field, men have held the dominant perspective on the subject. Thus, in this chapter, we address a disparity in the research by exploring the construction of professional identity in the field of organizational development and change, and we give voice to the renowned women who helped to build the field. Using the profiles of 17 American women included in The Palgrave Handbook of Organizational Change Thinkers, we perform a narrative analysis based upon the concepts and models prevalent in the literature on identity formation. By disentangling professional identity formation of the notable women in the field, we can begin to see the nuance and particularities involved in its construction and gain deeper understandings about effective ways to prepare individuals to work in and advance the field.

The information technology (IT) sector has gained prominence since 1990. However, studies on the human resource management (HRM) policies and practices of multinational corporations (MNCs) have been few and far between. In this paper we study the Indian IT sector using both qualitative and quantitative approaches. For the quantitative research design, we used structured measurement tools developed by the Global HRM Project. Data were collected from 36 IT MNCs of Indian and foreign origin (U.S. and European) located in Bangalore and Hyderabad in India. We tested four hypotheses that were verified using the Mann–Whitney test of mean rank. We assessed the flow of HRM practices and the differences in HR practices between Indian and foreign MNCs. For the qualitative design we used an unstructured approach to gather secondary data sources and used anecdotal data gathered over a decade through our interactions with the Indian IT industry. We used the narrative style to show past and current Indian business culture, level of technology, and implications for foreign direct investment in the Indian IT sector. We state two qualitative hypotheses for this part of the research study. We find the current business culture and level of technology of Indian IT MNCs moderately similar to those of foreign MNCs, and more so U.S. MNCs. We find no differences between Indian and foreign MNCs in HRM practices. We assume that the unexpected similarity in international human resource management (IHRM) practices is probably due to: (1) the nature of information technology, (2) closing levels of R&D between Indian and foreign MNCs, and (3) similar business cultures of Indian and foreign MNCs. IT-intensive global organizations are likely get a step closer to global IHRM standardization.

While over 300 major studies have looked at pay, an empirically derived model of managerial perceptions of pay is yet to emerge. This study attempts to answer the question: “what does pay mean to managers?” Based on three different samples of Canadian managers, the present paper outlines a four factor model of managerial perceptions of pay. It is suggested here that pay has multiple meanings to managers: pay is a symbol of success, it acts as a reinforcer and motivator, it reflects performance and, finally, it reduces anxiety. The paper suggests that two core dimensions may underlie managerial perceptions of pay: its capacity to produce and reduce tension and its focus on self and others. The implications of the present findings for theory and practice and how the present findings relate to past writings in the field are outlined.

Mary: To begin, I think it is important that we take into account some milestones in the development of multivoiced organizing. This will also set the stage for our extension into the realm of polyvocality. For example, we owe a debt here to work that René Bouwen did with Chris Steyaert (1999) on global organizing. They were among the first to promote multivoicedness in describing how an organization might be affected through the inclusion of many voices. They distinguished four metaphors that were useful in exploring how multivoicedness could influence global organizing: “building the Tower of Babel,” “dialogical imagination,” “polyphonic chorus,” and “strangers’ meeting.”

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

This monograph contains abstracts from the 2005 Employment Research Unit Annual Conference Cardiff Business School, Cardiff University, 6‐7th September 2005

Data from 517 service workers in 14 retail banks show positive and significant association between four empowerment antecedents (including trust, incentives, information and knowledge) and empowerment of customer‐contact employees. Particularly, the findings in this research suggest that trust, communication, knowledge and skills of customer‐contact employees may have a direct and strong impact on the empowerment of service employees. Empowerment antecedents (trust, incentives, communication, and knowledge) of customer‐contact employees accounted for significant variation in the levels of empowerment among customer‐contact employees in the banking industry. Implications for future research and for management practice are discussed.