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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, business model innovations leverage digital technologies to gain a competitive advantage and transform business processes. Blockchain is still gaining attention in specific fields and bringing value to business models. There is a dearth of research on how blockchain decentralized autonomous organizations impact organization business model innovations. This study attempts to contribute the body of knowledge based on a review of decentralized autonomous organizations and the business model innovation literature using the integrative and generative approach.

The paper offers an analysis of decentralized autonomous organizations based on digital business models built on the well-established work by Osterwalder and Pigneur (2010). The practical multilayered decentralized autonomous organizations architectural implementation model design is achieved using practical archetypes depicted in the proposed decentralized autonomous organizations business model. The paper evaluates a marketplace comprising 13 decentralized autonomous organizations led platforms with core functionalities.

The paper delivers decentralized autonomous organizations led digital business model canvas elements to explain decentralized autonomous organization business model innovations. It presents the underlying multilayered decentralized autonomous organizations architectural implementation model required to conceptualize a practical business model with an enterprise-ready target operating model.

The paper contributes directly to the practical decentralized autonomous organizations business model canvas, exemplifying the nine elements of decentralized autonomous organizations’ characteristics for any organizational transformation. The tools and accelerators (business model, layered architecture, target operating model and product mapping) developed in the paper address the managerial challenges of redesigning the decentralized business models.

The proposed decentralized autonomous organizations smart contract powered business model provide a digital platform to adhere to rules, follow policies, preserve principles and develop consensus without human interventions. The paper shapes the first of its kind decentralized autonomous organizations marketplace evaluation while mapping it to decentralized autonomous organizations layered architecture product requirement considering business model dimension to adopt actionable target operating model.

The purpose of this paper is to analyse proposed cloud computing integration (CCI) and external integration (EI) effects on the relationship between the integration of supply chain and business performance of the organisation in the Indian context.

A two-stage, structural equation modelling (SEM) and artificial neural network (ANN) methodology are employed for the analysis, and for verifying the robustness of the developed model sensitivity analysis is performed.

The results of SEM revealed that out of 14 hypotheses, 12 hypotheses were supported. Furthermore output of SEM was used as input for the ANN model and the results highlighted that production flexibility is an essential factor for operational business performance (OBP) followed by customer integration, supplier integration, product quality, internal integration and on-time delivery (OD).

This study focussed on the emerging economies context and cannot be applied to all the countries, and there could be other derived variables from the real factors. This investigation is intended to guide various policy and decision makers of the case domain.

This study has introduced new factors such as CCI, EI and organisational business performance.

This study aims to investigate the effect of Lean Six Sigma elements on the Jordanian Pharmaceutical Manufacturing organizations’ business performance.

Data were collected from 120 managers out of about 300 managers by means of questionnaire. After confirming normality, validity and reliability of the study tool, correlation analysis was carried out, and then multiple regressions were used to test the hypotheses.

The results show that there is an agreement on high implementation of Lean Six Sigma variables among Jordanian Pharmaceutical Manufacturing organizations; there are strong relationships among Lean Six Sigma variables, except between non-utilized talent and transportation; there are strong relationships between Lean Six Sigma variables and business performance. All Lean Six Sigma variables have effect on business performance, except extra processing and waiting time.

This study was carried out on the pharmaceutical industry in Jordan, generalizing results of one industry and/or one country to other industries and/or countries may be questionable. Extending the analyses to other industries and countries represents future research opportunities.

Implementing Lean Six Sigma variables in all Jordanian Pharmaceutical Manufacturing organizations can improve their business performance; also, it can be applied to other manufacturing industry.

The aim of all organizations is to reduce waste, which leads to reserve the natural resources, which is considered as a corporate social responsibility.

Only few studies related to Lean or Six Sigma have been carried out in pharmaceutical industry in Jordan. Therefore, this study might be considered as an initiative study, which studies the effect of both Lean and Six Sigma on pharmaceutical industry in Jordan.

The present study is intended to develop an effective approach to the real-time modeling of general dynamic nonlinear systems based on the multidimensional Taylor network (MTN).

The authors present a detailed explanation for modeling the general discrete nonlinear dynamic system by the MTN. The weight coefficients of the network can be obtained by sampling data learning. Specifically, the least square (LS) method is adopted herein due to its desirable real-time performance and robustness.

Compared with the existing mainstream nonlinear time series analysis methods, the least square method-based multidimensional Taylor network (LSMTN) features its more desirable prediction accuracy and real-time performance. Model metric results confirm the satisfaction of modeling and identification for the generalized nonlinear system. In addition, the MTN is of simpler structure and lower computational complexity than neural networks.

Once models of general nonlinear dynamical systems are formulated based on MTNs and their weight coefficients are identified using the data from the systems of ecosystems, society, organizations, businesses or human behavior, the forecasting, optimizing and controlling of the systems can be further studied by means of the MTN analytical models.

MTNs can be used as controllers, identifiers, filters, predictors, compensators and equation solvers (solving nonlinear differential equations or approximating nonlinear functions) of the systems of ecosystems, society, organizations, businesses or human behavior.

The operating efficiency and benefits of social systems can be prominently enhanced, and their operating costs can be significantly reduced.

Nonlinear systems are typically impacted by a variety of factors, which makes it a challenge to build correct mathematical models for various tasks. As a result, existing modeling approaches necessitate a large number of limitations as preconditions, severely limiting their applicability. The proposed MTN methodology is believed to contribute much to the data-based modeling and identification of the general nonlinear dynamical system with no need for its prior knowledge.

This study examines the relationship between business strategy, management control system (MCS) type and performance. Does the alignment of organisation business strategy and MCS fresult in better performance?

This study draws on the business strategy and MCS type literature to identify business strategies and MCS types. A scoring method was used to identify business strategy types and cluster analysis to identify MCS types from a sample of 80 firms and 621 firm-years of data. Analysis of variance was used analyse the differences.

Four types of MCS were identified and were labelled clan, adhocracy, market and hierarchy. The sample was split into defender, analyser, prospector and reactor strategies. The results showed defender strategies performed better with hierarchy or market type MCSs while prospector strategies performed better with clan or adhocracy MCS types. Analysers performed acceptably with all MCS types.

The results of this study suggest that organisations should align their business strategy with a certain MCS type to achieve good performance. Also, alignment of top management and business strategy is supported as the top management properties differ between the MCS types.

This research contributes to the management control and strategy literature by demonstrating how the alignment between organisation business strategy and organisation-level MCS type determines organisational performance. The results suggest that differing business strategies yield better performance when aligned with the appropriate management controls represented by an MCS type.

The car no longer serves simply as a means of transport but is at the core of a new concept of mobility. Car manufacturers are seizing opportunities to change the traditional business model of the auto business. Innovation in this business model has become vital to survival in today’s dynamic market conditions. This paper aims to find out what factors motivate and drive business model change and what the resulting business model innovation is.

This qualitative study is based on a single case, namely, BMW as an illustrative example of an advanced, highly innovative customer-centric service business model (BM). The study adopts a document analysis method to reveal the firm’s BMI process.

First, the study presents a conceptual framework for business model change with the factors –motivators and drivers – that impact on the process of change. BMW’s BMI and its impacting factors are discussed based on this model. The McKinsey 7 s Model framework, the elements of which are strategy, structure, systems, shared values, style, staff and skills is used as an analytical tool to discuss new business model implementation. The study highlights the BM configuration of a traditional car manufacturer, the car as a product and the new car as a service concept.

This study reveals the BMI of BMW’s digital services and its key motivators and drivers. BMW mostly innovates in three key dimensions of the Business model. These are value creation, value delivery and value capture. Most of the elements in these dimensions are innovated.

Business process re‐engineering (BPR) and the learning organization are widely discussed management concepts. While both could be, and sometimes are pursued in the same organization, the first tends to be perceived as a means and the latter as an end of corporate transformation. Examines the development aspects of BPR and whether in practice its application helps or hinders the development of the learning organization. Draws on the results of COBRA, a pan‐European examination of BPR experience and practice, which has found that the reality of BPR application does not always match its rhetoric. BPR exercises tend to be concerned with working people harder rather than smarter and the development implications of implementing different approaches to BPR are rarely fully thought through. Greater priority needs to be devoted to agreeing and building roles, competences and behaviours.

Are your sales slipping for no apparent reason? Or do you have that nagging feeling that sales performance — though encouraging — is not as good as it should be? It's only by going out to the market place and asking questions that companies can find out whether they are selling the right product at the right price. And that, explains Jeremy Fowler — deputy chairman of one market research organisation, Business Decisions — is not necessarily as costly or complicated as it sounds.