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Tourism and travel experiences are a major contributor to expanding global awareness and consciousness, which is necessary to achieve sustainable development in an integrated and rapidly shrinking world.

Consciousness is a major area of theoretical speculation and debate in neuroscience, philosophy, psychology, biology, quantum physics and spirituality disciplines. These fields offer insights into how tourism contributes to an evolving global consciousness.

Global consciousness is needed to give a context and vision for addressing the pressing needs of the world today. It is a platform to integrate sustainability at the individual level, and it justifies the human desire to travel as a consciousness expanding experience. In this way, tourism can serve as a positive force for creating a truly sustainable future world.

Global consciousness could be adopted as an 18th UN Sustainable Development Goal to give a holistic, spiritual and personal vision to sustainable development, which is currently lacking. Travel and tourism would be a major participant in achieving this goal.

Global consciousness is a non-dualist visionary goal for humankind, and for travel and tourism, which could move both toward more sustainable outcomes than have the reductionist sustainable development practices of the past.

This paper aims to examine the feasibility of artificial intelligence (AI) performing as chief executive officer (CEO) in organizations.

The authors followed an explorative research design – classic grounded theory methodology. The authors conducted face-to-face interviews with 27 participants that were selected according to theoretical sampling. The sample consisted of academics from the fields of AI, philosophy and management; experts and artists performing in the field of AI and professionals from the business world.

As a result of the grounded theory process “The Vizier-Shah Theory” emerged. The theory consisted of five theoretical categories: narrow AI, hard problems, debates, solutions and AI-CEO. The category “AI as a CEO” introduces four futuristic AI-CEO models.

This study introduces an original theory that explains the evolution process of narrow AI to AI-CEO. The theory handles the issue from an interdisciplinary perspective by following an exploratory research design – classic grounded theory and provides insights for future research.

This chapter is a journey into the ontological significance of place in consideration of the Atlantic Tasmanian salmon industry and its challenges to the ethical discourse around the social license to operate (SLO) beyond the oxymoron of a name. It centres the discourse around the salmon itself. A once totem animal, responsible for the balance of Canada’s abundant ecosystem, now reduced to a mere source of protein, manipulated, and commodified by Tasmania’s ‘big business’ and against the SLO of Flanagan’s ‘Toxic’. It applies Ortega y Gasset’s mid-twentieth century solution to the problem of our western disconnection from place to the current neoliberal political framework. This welcomes an inclusive dialogue with kinship structures of the Mi’kmaq peoples reflected also in the ontological narrative of the First Nations people of Tasmania. This multidisciplinary journey necessitates a concept of the SLO founded upon ethical responsibility and a cultural license if it is to genuinely hold to account the corporate sovereign.

Political economies evolve institutionally and technologically over time. This means that to understand evolutionary political economy one must understand the nature of the evolutionary process in its full complexity. From the time of Darwin and Spencer natural selection has been seen as the foundation of evolution. This view has remained even as views of how evolution operates more broadly have changed. An issue that some have viewed as an aspect of evolution that natural selection may not fully explain is that of emergence of higher order structures, with this aspect having been associated with the idea of emergence. In recent decades it has been argued that self-organization dynamics may explain such emergence, with this being argued to be constrained, if not overshadowed, by natural selection. Just as the balance between these aspects is debated within organic evolutionary theory, it also arises in the evolution of political economy, as between such examples of self-organizing emergence as the Mengerian analysis of the appearance of commodity money in primitive societies and the natural selection that operates in the competition between firms in markets.

Being the most complex cybernetic regulatory mechanism existing in the universe, the human brain has given birth to a plethora of theories and models. In this paper, some of the most important ideas of the area are discussed together with appurtenant concepts like emotions, feelings, and morality. A conclusion was that in comparison with other animals, human beings are physically slow and ineffective. Moreover, human beings are very subjective with senses easily saturated by information. In spite of these shortcomings, thanks to his self‐conscious and error‐tolerant brain, man has turned out to be extremely successful, specialized in the weighing of uncertainty and making creative associations between different objects.

The purpose of this paper is to provide a coherent, comprehensive and complete philosophical framework that can not only validate but also guide the implementation of the organisational development strategies proposed in Presence: Exploring Profound Change in People, Organizations and Society.

First, the paper situates the processes presented in the text within the overall context of current organisational development theory. Then, since no current widely supported philosophical framework can provide validation and support to the fundamental assumptions inherent within the text's proposals, a new philosophical framework is described. Finally, the unique insights gained from this new philosophical framework are used to offer prerequisite considerations for employing the processes proposed here.

Unless explicit and individualised attention is directed to helping each employee first develop deeply self‐reflective processes, the organisational insights and practices, as presented in the work cited above, cannot be attained.

Through applying the theoretical insights gained from the particular philosophical framework presented herein, the paper provides very clear and specific guidelines for the professional development of employees so that they can act according to the precepts presented in the work cited above.

The paper provides a unique perspective on the key understandings presented in the work cited above. It also provides practical ways for successfully engendering these within an organisation's culture.