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This study aims to introduce an alternative model, “volatility, uncertainty, complexity and ambiguity (VUCA), Virtue and Vice” (3V’s), to unleash leadership skills, promote organisational collaborative change and impact sales performance during an unprecedented crisis.

The methodology outlines action research based on the 3V’s model and its application in an international business-to-business sales organisation during Covid-19. It explores alternative paths informed by play-at-work and Plato’s philosophy applied to work-based-learning. Each action/iteration adds to the model, which becomes more likely appropriate for various situations.

The 3V’s boosted change implementation and improved sales performance. The 3V’s conceptualised an invitation to immerse oneself in the constant “river of change” (VUCA) and a means of understanding the role of leadership in navigating this change by embracing simple rules: searching for justice (Virtue) and overcoming the barrier of public opinion (Vice).

The 3V’s model is grounded in leadership literature and a sole application, providing real international data relevant to organisations and leaders. This has yet to be evaluated further.

3V’s can enhance the understanding of a leading collaborative change and re-frame team dynamics in post-pandemic times for the broader public.

The approach advocated is a practice of “swimming alongside the team”, which should enable empowerment and collaboration rather than a top-down direction. Focussing on leaders who are moral people, this approach becomes a differentiator in a digital world.

This study examines Plato’s philosophy, play-at-work and other leadership theories in a model which prepares organisations to respond to crisis by providing the ability to reflect on human aspects and straightforward, transferable skills.

The family is one of the foundations of society; its significance for societal redistribution in modern societies, though, remains particularly unclear. A major reason for this is that theoretical approaches to societal redistribution have not adequately included family either in social philosophy or in welfare state theory. As a consequence, also empirical analyses of differences and developments in societal redistribution have not included family or only in as far as family is affected by other redistributive principles. This paper contributes to filling this theoretical gap.

This paper theorises family as a redistributive principle. With reference to the major theoretical concepts of redistribution, it identifies the relevant dimensions of family in societal redistribution and develops a typology of its inclusion in societal redistribution.

Approaches to redistribution are shaped by distinct concepts of equal or unequal exchange, the relevant actors they identify and by different understandings of the economy. These distinctions are central to understanding the position of family in societal redistribution. With reference to the major theoretical concepts of redistribution, this paper identifies the relevant dimensions of family in societal redistribution and develops a typology of its inclusion in societal redistribution. Further investigations might draw on this typology and detect the theoretical foundations of its conceptualisations and its similarities to and deviations from the developed types.

This paper provides a theoretical groundwork for theoretical and empirical investigations of societal redistribution and for better comprehending its international variation. It aims to initiate a fundamental rethinking of the usual understanding of societal redistribution that widely ignores family as a redistributive principle of its own.

The tourism industry is facing significant challenges in an ever-changing world marked by globalisation, digitalisation and societal shifts. The issues of overtourism and massification exacerbate concerns about sustainability and the industry's impact on the environment and local communities. These concerns arise as profit-driven ideologies overshadow the industry's original vocation to contribute to meaningful encounters, well-being and social justice. This chapter explores the cultivation of humaneness and conscience within tourism through education, knowledge and personal reflection. Drawing inspiration from Hannah Arendt's interpretation of Socrates' philosophy, it highlights the importance of critical thinking and a comprehensive understanding of the industry's role in shaping alternative futures. Tourism higher education plays a pivotal role in empowering students to become catalysts for systemic transformation. Furthermore, this chapter emphasises the value of embracing diverse viewpoints and engaging in meaningful encounters and dialogues with local communities and stakeholders to collaboratively imagine and implement sustainable practices. Only by dismantling entrenched habits through critical thinking and fostering collaboration can the tourism industry envision alternative trajectories towards a more conscientious and humane path forward.

The idea to use computers for teaching and learning is over 50 years old. Numerous attempts to use computers for knowledge dissemination under a variety of names have failed in many cases, and have become successful in others. The essence of this paper can be summarized in two sentences. One, in some niches, applications tend to be successful. Second, attempts to fully eliminate humans from the educational process are bound to fail, yet if a large number of aspects is handled well, the role of teachers can indeed be much reduced. The paper aims to discuss these issues.

Report on experimental results.

In some niches, applications of e-Learning technology tend to be successful. However, attempts to fully eliminate humans from the educational process are bound to fail, yet if a large number of aspects is handled well, the role of teachers can indeed be much reduced.

A number of features that seemed essential in earlier e-Learning systems turn out to be superfluous.

New e-Learning systems have to concentrate on quality of content, not complex technology.

E-Learning the right way helps learners, teachers and institutions.

Experiments reported verify or do the opposite of often loosely stated opinions.

In the wake of the extraordinary financial scandals that both preceded and followed the September–October Financial Crises of 2008, discussions about the executive virtues of honesty and integrity are no longer academic or esoteric, but critically urgent and challenging. As representatives of the corporation, its products and services, corporate executives in general, and production, accounting, finance, and marketing executives in particular, must be the frontline public relations and goodwill ambassadors for their firms, products, and services. As academicians of business education, we must also analyze these corporate wrongdoings as objectively and ethically as possible. What is wrong must be declared and condemned as wrong, what is right must be affirmed and acknowledged as right. We owe it to our students, our profession, our stakeholders, and to the business world. Contemporary American philosopher Alasdair MacIntyre (1981) proposes the issue of morality in a threefold question: Who am I? Who ought I to become? How ought I to get there? The answer to every question refers to the virtues, especially to corporate executive virtues. This chapter explores corporate executive virtues, especially the classical cardinal virtues of prudence, temperance, fortitude, and justice as defining and enhancing corporate executive life.

This conceptual paper aims to contribute to the knowledge management (KM) literature by seeking to determine whether wisdom management (WM) will replace KM in future.

This exploratory paper follows the interpretivist research philosophy and the deductive approach. The data collection is based on selected literatures from three disciplines (KM, philosophy and psychology). The findings were qualitatively analysed.

The findings are threefold: (1) the discussion of wisdom has been either neglected or superficially discussed in the KM literature; (2) despite the fact that wisdom is widely discussed and researched in philosophy and psychology disciplines, there is no commonly agreed upon definition of wisdom, and a dichotomy exists between the implicit and explicit theories of wisdom; (3) wisdom research in philosophy and psychology disciplines provides valuable input to KM by identifying the dimensions, components and characteristics of wisdom and wise individuals.

Important sources may have been unintentionally overlooked in this paper. This paper identifies the need for empirical research and discussion about WM as the next potential phase of KM. It offers several implications for researchers, managers and management educators as this paper shows that WM is emerging as a new discipline.

This paper makes a theoretical contribution to the fifth phase of KM by drawing attention to wisdom and WM as the next potential phase of KM.

How does the human brain absorb information and turn it into skills of its own in psychotherapy? In an attempt to answer this question, the authors will review the intricacies of processing channels in psychotherapy and propose the term transprocessing (as in transduction and processing combined) for the underlying mechanisms. Through transprocessing the brain processes multimodal memories and creates reparative solutions in the course of psychotherapy. Transprocessing is proposed as a stage-sequenced mechanism of deconstruction of engrained patterns of response. Through psychotherapy, emotional-cognitive reintegration and its consolidation is accomplished. This process is mediated by cellular and neural plasticity changes.

The aims of this paper are to share how one cohort of tourism practitioners viewed the transformative change needed within the tourism industry and to explore the implications for leadership in the future.

The research design is based on a virtual whiteboard brainstorming activity incorporating both the individual and collective thinking of 20 participants in a global cohort class. Using conversational techniques to elicit cognitive knowledge and felt experience, the methodology generates shared understandings about the opportunities and challenges of implementing regenerative tourism.

The conversations reported in the findings of this paper provide important insights into the challenges and opportunities faced by tourism professionals as enablers of regenerative tourism. Findings included, first, that participants within the course demonstrated characteristics of transformational leadership including a strong moral positioning, embodied self-awareness, collaboration and collective action. Second, specific points of inertia that impede regenerative tourism are identified including embedded culture, power and organisational structures. Third, professionals are calling for practical tools, new frames of reference, and examples to help communicate regenerative tourism.

This is a viewpoint, not a research paper. Nonetheless, it provides a rich vein of future research in terms of disruptive pedagogy, potentially gendered interest in regenerative tourism, issues of transforming the next generation and power.

Governance, organisational, destination management strategies, planning and policy frameworks, individual issues as well as contradictions within the tourism system were revealed. Transformative change in an uncertain future requires transformational leadership, characterised by moral character and behaviours that trigger empowered responses.

This paper shares insights from a unique global cohort class of tourism professionals wherein the challenges and opportunities for regenerative tourism are identified. The methodology is unusual in that it incorporates both individual and collective thinking through which shared understandings emerge.

Multinational enterprises (MNEs) are increasingly compelled to consider the United Nation’s sustainable development goals (SDGs). These goals are complex and may cause internal goal conflicts for companies. To stay the course, MNEs will benefit from an ethical compass enabling them to take on leading roles in driving change towards a better future. We argue that ethical leadership in this new business landscape is bolstered by virtue ethics. MNEs with genuine ethical groundings will be equipped to make decisions in complex situations where the needs of a variety of stakeholders must be considered. The purpose of this chapter is to conceptually and empirically explore an MNE’s implementation of a particular SDG, through an ethical leadership lens. We contribute to international management and international business literature by offering a framework to analyse MNEs’ pursuit of SDGs.