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Article
Publication date: 6 July 2020

Philippe Bachimon, Patrick Eveno and César Gélvez Espinel

This paper aims to explore the gradual commercialisation of second homes in non-urban locations and identifie a spectrum that ranges from lending to rentals to home exchange.

Abstract

Purpose

This paper aims to explore the gradual commercialisation of second homes in non-urban locations and identifie a spectrum that ranges from lending to rentals to home exchange.

Design/methodology/approach

This paper is a conceptual one based on a review of literature relating to the acquisiting and use of secondary residences or “second homes”.

Findings

This paper observes that the secondary residence is often the object of a material over-investment that is symbolic and mental. The owners never quite leave their main place of residence when in the secondary one. The result is not two complementary spaces, but a hybrid space made up of the interlocking of the two. This paper also concludes that digitalization has made it easier to rent a secondary residence for a short period of time, using for instance the Airbnb platform, thus making it more an object of trade than a second home. From a sustainability perspective, the COVID-19 pandemic is likely to bring to the relatively rapid growth of short-term renting a halt. Further, it may encourage owners to be more psychologically and physically invested in their secondary residence, thereby contributing more to the local economy.

Originality/value

Few authors have considered the way digital tools can alter the relation with the secondary place of residence.

Article
Publication date: 8 February 2022

Ludmylla da Silva Moreira, D'avila Maria Gomes Mendes, Tharcisio Cotta Fontainha and Adriana Leiras

The research areas of humanitarian supply chain (HSC) and disaster and humanitarian operations (DHO) have evolved through the use of managerial models. Recent studies, however…

Abstract

Purpose

The research areas of humanitarian supply chain (HSC) and disaster and humanitarian operations (DHO) have evolved through the use of managerial models. Recent studies, however, point to the need for the empirical validation of such managerial models in real-life scenarios. Therefore, the present study aims to investigate the validation of recent managerial models based on empirical data of two disasters in Haiti: the earthquake in 2010 and Hurricane Matthew in 2016.

Design/methodology/approach

This research developed two case studies from the perspective of the Brazilian Navy (BN), a part of the Brazilian Armed Forces that led the United Nations Mission for Stabilization in Haiti (MINUSTAH) in both disasters. The case studies focused on empirically validating managerial models for stakeholder identification, stakeholder satisfaction, response processes, strategies for collaboration and the integration of these models.

Findings

The results revealed that compared to the response to the earthquake in 2010, the response to Hurricane Matthew in 2016 was superior. The collaborative strategies of the BN and other stakeholders used after the earthquake were more reactive, while the strategies after Hurricane Matthew aimed more at planning and anticipating adverse situations.

Originality/value

This research reinforces the investigated managerial models and indicates their suitability as planning tools for practitioners of HSC and DHO, which is essential for the further development of academic contributions related to integrating the models into more robust solutions.

Details

Journal of Humanitarian Logistics and Supply Chain Management, vol. 12 no. 3
Type: Research Article
ISSN: 2042-6747

Keywords

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