Search results

This paper aims to provide a living tribute to the mental health activist and international trainer Peter Bullimore.

Peter provided a list of people to who he wanted to provide tributes. Jerome approached all these people. All agreed.

Several people from around the world attest to the influence that Peter’s teaching and personality have had on their clinical practice and on their lives.

The disappearance of an Open Mind has left a shortage of journals, which welcome the user perspective. Mental Health and Social Inclusion have always championed the voice of people with lived experience. These are selected tributes to one man’s work in the field of mental health.

These accounts provide insights into the work of a remarkable individual.

Students of the mental health professions are mainly exposed to work produced by their peers. The history of mental health is filled with the stories of professionals, not the people who have used services.

Historically accounts of psychiatry are written by mental health professionals. Service user or lived experience accounts are often written from the perspective of the person’s story of illness and recovery. There are comparatively few, which celebrate the additional achievements of specific individuals with lived experience.

In Denmark, there has been, over decades, an intensified political focus on how humanities research and doctoral education contribute to society. In this vein, the notion of impact has become a central part of the academic language, often associated with terms like use, effects and outputs, stemming from neoliberal ideologies. The purpose of this paper is to explore how humanities academics are living with the impact agenda, as both experienced researchers and as doctoral supervisors educating the next generation of researchers in this post-pandemic era. Specifically, the authors are interested in the supervisor-researcher relationship, that is, the relationship between how the supervisors navigate the impact agenda as researchers and then the way they tell their doctoral students to do likewise.

The authors have studied how the impact agenda is accommodated by humanities academics through a series of qualitative interviews with humanities researchers and humanities PhD supervisors, encompassing questions of how they are living with the expectation of impact and how it is embedded in their university and departmental context.

The study shows that there is no link between how the supervisors navigate the impact agenda in relation to their own research work and then the way they tell their doctoral students to approach it. Within the space of their own research, the supervisors engage in resistance practices towards the impact agenda in terms of minimal compliance, rejection or resignation, whereas in the space of supervision, the impact agenda is re-inscribed to embody other understandings. The supervisors want to protect their students from this agenda, especially in the knowledge that many of them are not going to stay in academia due to limited researcher career possibilities. Furthermore, the paper reveals a new understanding of the impact agenda as having a relational quality, and in two ways. One is through a positional struggle, the reshaping of power relations, between universities (or academics) and society (or the state and the market); the other is as a phenomenon very much lived among academics themselves, including between supervisors and their doctoral students within the institutional context.

This study opens up the impact agenda, showing what it means to be a humanities academic living with the effects of the impact agenda and trying to navigate this. The study is mapping and tracking out the many different meanings and variations of impact in all its volatility for academics concerned about it. In current, post-pandemic times, when manifold expectations are directed towards research and doctoral education, it is important to know more about how these expectations affect and are dealt with by those who are expected to commit to them.

This paper examines the impact of founder ownership concentration (FOC) on risk disclosures. It further investigates the moderating role of risk governance in the association between FOC and risk disclosures.

We use data from the top 200 Indian listed firms as our sample and rely on ordinary least squares (OLS) for our results. In addition, we use the propensity score matching, Heckman selection model and instrumental variable estimates for robustness checks.

We find that FOC decreases the risk disclosures. However, the effectiveness of risk management committee composition (risk governance) mitigates the negative influence of FOC on risk disclosures.

The paper is built on the agency theory. Based on the agency theory, the ownership concentration has two implications: first, it reduces the conflicts between managers and shareholders. Here, the managers act in favour of shareholders and therefore, brings more risk disclosers. Second, it invites conflicts between controlling and minority shareholders. The study is, therefore, interesting to see the cost and benefits of FOC on risk disclosures.

The study has practical implications for the regulatory bodies to encourage risk disclosures and benefit the outsiders of the firm. It also has implications for the companies to see the benefits of risk management committee as improved risk governance.

It contributes to the literature of risk disclosures and risk governance in emerging economies. It is the first study to investigate the role of risk governance in mitigating the adverse effects of founder’s ownership on risk disclosures in developing economies. It also contributes to the theory of agency cost and information asymmetry.

The purpose of this study is to better understand technology adoption and working from home (WFH) behaviour of micro and small enterprises (MSE) with 4 to 49 employees during the first (2020) and second (2021) COVID-19 lockdowns in Switzerland.

This study uses two data sets gathered using computer-assisted telephone interviewing surveys conducted with 503 managing directors of Swiss MSEs after the first and 506 MDs after the second COVID-19 lockdown period.

The study revealed that during the COVID-19 pandemic, WFH arrangements are related to the adoption of technology by Swiss industry groups. Furthermore, industry characteristics and technology adoption strategies are also associated with the long-term prospect of WFH. The overall result confirms the predominant role of technology pioneers.

The study focuses on MSEs in Switzerland during a specific period. The data set includes mainly quantitative data. Future studies could investigate larger enterprises in international contexts, integrating employees’ viewpoints founded on long-term gathered qualitative data. The implications of this study include predictions about future WFH behaviour in Swiss MSEs.

To the best of the authors’ knowledge, this is the first study collecting data in Swiss MSEs after the two COVID-19 lockdowns in 2020 and 2021. As a result, this study offers a unique perspective on a specific business segment, which accounts for around 70% of global employment.

During the evaluation of European Capital of Culture (ECoC) Aarhus 2017, the evaluation organisation rethinkIMPACTS 2017 formulated a set of “dilemmas” capturing the main challenges arising during the design of the ECoC evaluation. This functioned as a framework for the evaluation process. This paper aims to present and discuss the relevance of the “Evaluation Dilemmas Model” as subsequently applied to the Galway 2020 ECoC programme evaluation.

The paper takes an empirical approach including auto-ethnography and interview data to document and map the dilemmas involved in undertaking an evaluation in two different European cities. Evolved via a process of practice-based research, the article addresses the development of and the arguments for the dilemmas model and considers its potential for wider applicability in the evaluation of large-scale cultural projects.

The authors conclude that the “Evaluation Dilemmas Model” is a valuable heuristic for considering the endogenous and exogenous issues in cultural evaluation.

The model developed is useful for a wide range of cultural evaluation processes including – but not limited to – European Capitals of Culture.

What has not been addressed in the academic literature is the process of evaluating ECoCs; especially how evaluators often take part in an overall process that is not just about the evaluation but also planning and delivering a project that includes stakeholder management and the development of evaluation criteria, design and methods.

This paper examines the short- and long-run effects of foreign direct investment (FDI) on tax revenue in Ghana.

The paper adopts the autoregressive distributed lag approach to estimate FDI’s long-run and short-run effects on tax revenue. The study uses time-series data from 1983 to 2019 for Ghana, mainly obtained from The Bank of Ghana, the World Bank and the IMF.

The results show that, in the short-run, FDI has no significant effect on direct tax revenue and total tax revenue but significantly hurts indirect tax revenue. In the long run, however, the results show that FDI has significant positive effects on indirect tax revenue and total tax revenue but no significant effect on direct tax revenue.

Empirical studies often fail to analyse the short-run and long-run effects of FDI on tax revenue. This study contributes to the mixed literature by analysing the short-run and long-run effects of FDI on tax revenue in an emerging market context. Additionally, this study employs three tax revenue measures in analysing the nexus.

The positioning of a tourism destination can easily change due to external uncontrolled factors, such as a pandemic. In this scene, the purpose of this study can be summerized in two main points: to investigate the main topics associated with a religious tourism destination (Vatican City) before and from the pandemic crisis, and to identify potential topics that could be highlighted to reposition this tourism destination more favorably.

The information was extracted from Trip Advisor, specifically from the web Vatican City (7,152 reviews). This information was analyzed using text mining software applied to English text data.

The results show that the image of Vatican City has evolved, from a larger cultural, artistic and historical destination to a destination with a strong religious orientation, probably due to the growing influence of tourists and pilgrims in search of spiritual consolation in a global health crisis. New comments have emerged in the pandemic on topics such as Pope, Catholicism and love.

The authors recommend repositioning this tourism destination under what they have dubbed the umbrella of the three “Rs”: religion, renaissance and relaxation. Also, two outstanding attractions are frequently mentioned by tourists in this more spiritual scenario: Saint Peter’s Basilica and Sistine Chapel.

Studies about religious tourism are scarce, and those considering an urban city as a key religious tourism destination even more.

Personal branding is a strategic tool of marketing and communication to define success in organisations. While it constitutes a conscious attempt to commodify self and audit self, it must be intentionally managed to obtain its optimum results. This study aims to illustrate how personal branding may also pose unintentional and unconscious strategic tool for women academics in academia to help them get wider visibility and increase their chances of getting into leadership positions.

We employed a case study approach and convenience sampling to select our unit of analysis. Three universities in both public and private universities in the eastern regions of Indonesia were purposefully selected, and interviews were held with 30 female leaders occupying and occupied middle and lower leadership hierarchies.

Our research shows that, despite their unintentional, unplanned and poorly designed personal branding, women have been able to advance to their current leadership positions by building their own rooms for practising their own preferred leadership values to get them visible and heard. This way is performed through a gendered networking, previous leadership experience and bureaucratic requirements. The consequence of such a practice may limit the range of visibility to getting noticed as worthy individuals for senior leadership roles. This might be one reason why women are scarcely found in senior leadership positions.

We propose that natural strategies of constructing, narrating and marketing or communicating personal branding in academia through authentic actions can also be helpful for the success of women to get to leadership roles in a smaller and ambient environment.

The vulnerability of the tourism industry to an array of risks, encompassing family-related, small- and medium-sized enterprise-specific, strategic, tourism-specific and external factors, highlights the landscape within which small and medium family enterprises (SMFEs) operate. Although SMFEs are an important stakeholder in the dynamic tourism sector, they are not one homogenous group of firms, but have different strategic orientations. This study aims to investigate the interplay between strategic orientation and risk perception to better understand SMFEs risk perception as it is impacting their decision-making processes, resilience and long-term survival. The authors investigate how different strategic orientations contribute to different perspectives on risk among owner-managers.

Based on a qualitative data corpus of 119 face-to-face interviews, the authors apply various coding rounds to better understand the relationship between strategic orientations and the perceptions of risks. Firstly, the authors analysed the owner–manager interviews and identified three groups of different strategic orientations: proactive and sustainability-oriented SMFE, destination-affirmative and resilience-oriented SMFE and passive SMFE. Secondly, the authors coded the interviews for different risks identified. The authors identified that the three groups show differences in the risk perceptions.

The data unveil that the three groups of SMFEs have several differences in how they perceive risks. Proactive and sustainability-oriented SMFEs prioritize business risks, demonstrating a penchant for innovation and sustainability. Destination-affirmative and resilience-oriented SMFEs perceive a broader range of risks, tying their investments to destination development, emphasizing family and health risks and navigating competitive pressures. Passive SMFEs, primarily concerned with external risks, exhibit limited awareness of internal and strategic risks, resist change and often defer decision-making to successors. The findings underscore how different strategic orientations influence risk perceptions and decision-making processes within SMFEs in the tourism industry.

The authors contribute to existing knowledge include offering a comprehensive status quo of perceived risks for different strategic orientations, a notably underexplored area. In addition, the differences with respect to risk perception shown in the paper suggest that simplified models ignoring risk perception may be insufficient for policy recommendations and for understanding the dynamics of the tourism sector. For future research, the authors propose to focus on exploring the possible directions in which strategic orientation and risk perception influence one another, which might be a limitation of this study due to its qualitative nature.

Varying strategic orientations and risk perceptions highlight the diversity within the stakeholder group of SMFE. Recognizing differences allows for more targeted interventions that address the unique concerns and opportunities of each group and can thus improve the firm’s resilience (Memili et al., 2023) and therefore leading to sustainability destinations development. The authors suggest practical support for destination management organizations and regional policymakers, aimed especially at enhancing the risk management of passive SMFEs. Proactive SMFE could be encouraged to perceive more family risks.

Viewing tourism destinations as a complex stakeholder network, unveiling distinct risk landscapes for various strategic orientations of one stakeholder has the potential to benefit the overall destination development. The proactive and sustainability-oriented SMFEs are highly pertinent as they might lead destinations to further development and create competitive advantage through innovative business models. Passive SMFEs might hinder the further development of the destination, e.g. through missing innovation efforts or succession.

Although different studies explore business risks (Forgacs and Dimanche, 2016), risks from climate change (Demiroglu et al., 2019), natural disasters (Zhang et al., 2023) or shocks such as COVID-19 (Teeroovengadum et al., 2021), this study shows that it does not imply that SMFE as active stakeholder perceive such risk. Rather, different strategic orientations are in relation to perceiving risks differently. The authors therefore open up an interesting new field for further studies, as risk perception influences the decision-making of tourism actors, and therefore resilience.

Emphasizing the critical role of technology-enabled distribution in tourism, this study, a viewpoint, aims to highlight the potential of democratized technologies in readdressing the competitive imbalance between small- and medium-sized tourism enterprises (SMTEs) and their larger peers in today’s online marketplace. By enhancing competitiveness and performance, democratized technologies can strengthen the resilience, sustainability and competitive position of the SMTEs on which tourism depends, helping to support the Horizon 2050 agenda and UN’s Sustainable Development Goals.

Examining the development of online and electronic distribution in tourism, the viewpoint identifies the key challenges to the successful use of technology-based distribution systems by SMTEs, as well as highlights the trend toward democratized technologies as a potential solution to help improve technology take-up and performance.

With no/low initial capital or operating costs, and little need for technical expertise, democratized technologies have the potential to overcome two of the three key challenges limiting the successful adoption and use of distribution technologies by SMTES. The key blockage remains one of managerial awareness and acceptability. With informal organization structures, little managerial or technical training and an ingrained reluctance to change, SMTE managers remain unfamiliar of the possibilities offered by this developing trend. While this challenge could be addressed by awareness building and training, in the longer run, it is likely that more substantial progress will arise from generational change in SMTE management, with digitally native successors more likely to exploit this development to improve competitiveness and performance.

Emphasizing the pivotal role that democratized technology can potentially play in redressing the competitive imbalance between SMTEs and their larger peers in the distribution space, this viewpoint serves as a call for action for tourism businesses to re-examine their approach to technology adoption and leverage democratized technologies to address current deficiencies in their distribution approach, helping to improve competitiveness and performance, thus supporting the Horizon 2050 initiative and furthering the UN’s Sustainable Development Goals.

这篇观点论文强调了技术驱动的分销在旅游业中的关键作用, 强调了民主化技术在重新解决中小旅游企业（SMTEs）与其大型同行在当今在线市场中的竞争失衡方面的潜力。通过提高竞争力和绩效, 民主化技术可以加强旅游业所依赖的SMTE的韧性、可持续性和竞争地位, 有助于支持地平线2050议程和联合国可持续发展目标。

该观点论文考察了在线和电子分销在旅游业的发展, 确定了SMTE成功使用基于技术的分销系统的关键挑战, 并强调了将民主化技术作为帮助提高技术使用率和性能的潜在解决方案的趋势。

由于没有/较低的初始资本或运营成本, 也几乎不需要技术专业知识, 民主化技术有可能克服限制SMTES成功采用和使用分销技术的三个关键挑战中的两个。关键的障碍仍然是管理意识和可接受性。由于非正式的组织结构、很少的管理或技术培训以及根深蒂固的不愿改变, SMTE的管理人员仍然不熟悉这一发展趋势所提供的可能性。虽然这一挑战可以通过提高认识和培训来解决, 但从长远来看, SMTE管理的代际变革可能会带来更大的进展, 数字原生继任者更有可能利用这一发展来提高竞争力和绩效。

强调民主化技术在纠正SMTE与其在分销领域的大型同行之间的竞争失衡方面可能发挥的关键作用, 本文呼吁旅游企业采取行动, 重新审视其采用技术的方法, 并利用民主化技术来解决其分销方法中的当前缺陷, 帮助提高竞争力和绩效, 从而支持地平线2050倡议, 推动联合国的可持续发展目标。

Haciendo hincapié en el papel fundamental de la distribución posibilitada por la tecnología en el turismo, este punto de vista destaca el potencial de las tecnologías democratizadas para corregir el desequilibrio competitivo entre las Pequeñas y Medianas Empresas Turísticas (PYMETs) y sus homólogas de mayor tamaño en el mercado online actual. Al mejorar la competitividad y el rendimiento, las tecnologías democratizadas pueden reforzar la resistencia, la sostenibilidad y la posición competitiva de las PYMETS de las que depende el turismo, contribuyendo así a apoyar la agenda Horizonte 2050 y los Objetivos de Desarrollo Sostenible de la ONU.

Examinando el desarrollo de la distribución online y electrónica en el turismo, el punto de vista identifica los desafíos clave para el uso exitoso de los sistemas de distribución basados en la tecnología por parte de las PYMETs, así como destaca la tendencia hacia las tecnologías democratizadas como una solución potencial para ayudar a mejorar la adopción y el rendimiento de la tecnología.

Con unos costes iniciales de capital o de funcionamiento nulos o bajos, y poca necesidad de conocimientos técnicos, las tecnologías democratizadas tienen el potencial de superar dos de los tres retos clave que limitan la adopción y el uso con éxito de las tecnologías de distribución por parte de las PYMETs. El bloqueo clave permanece en la concienciación y la aceptación por parte de los directivos. Con estructuras organizativas informales, escasa formación técnica o de gestión y una arraigada reticencia al cambio, los directivos de las PYMETs permanecen desconocedores de las posibilidades que ofrece esta tendencia en desarrollo. Aunque este reto podría abordarse mediante la concienciación y la formación, a largo plazo es probable que surjan progresos más sustanciales del cambio generacional en la gestión de las PYMETs, con sucesores nativos digitales más propensos a explotar este desarrollo para mejorar la competitividad y el rendimiento.

Haciendo especial hincapié en el potencial y fundamental papel que la tecnología democratizada puede desempeñar a la hora de corregir el desequilibrio competitivo entre las PYMETs y sus homólogas de mayor tamaño en el espacio de la distribución, este punto de vista sirve de llamada a la acción para que las empresas turísticas reexaminen su enfoque de la adopción de tecnología y aprovechen las tecnologías democratizadas para subsanar las deficiencias actuales en su enfoque de la distribución, ayudando a mejorar la competitividad y el rendimiento, apoyando así la iniciativa Horizonte 2050 y fomentando los Objetivos de Desarrollo Sostenible de la ONU.