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This research paper aims to identify and provide insights into rejuvenation strategies in Kaş as a microtourism destination based on the views of stakeholders.

The research utilizes a single-case design, applying an inductive approach to analyze data collected from semi-structured interviews. Thematic analysis was employed to analyze the data.

The inductive thematic analysis yields nine different main themes: product transformation, integrated sustainable development strategies, cooperation, promotion through the right channels, stable tourism policy, selective tourism strategy, tourism awareness, access to tourist movements and management and tools for monitoring the quality and sustainability of tourism.

This research offers practical recommendations for regional authorities, residents and business stakeholders to foster sustainable tourism development by addressing resource utilization and existing challenges in the rejuvenation of Kaş.

This research contributes to theory by addressing the lack of applied research on the rejuvenation process in micro-tourism destinations, using Kaş (Turkey) as a case study. It identifies and emphasizes the unique challenges in microdestinations, enhancing our understanding and filling a critical knowledge gap. The identified rejuvenation strategies in Kaş are positioned to serve as a model for similar destinations, emphasizing their distinctive characteristics and challenges.

The purpose of this paper is to conceptualize corporate entrepreneurial strategy using collaborative dynamics of contingency and agency theories, and to demonstrate how some constructs of these two theories are integrated to support long-term strategies of entrepreneurial firms in sustaining their competitive advantages and enhancing their performance.

Review of literature on strategic entrepreneurship, firm growth, contingency and agency theories were explored to support the conceptualized framework of the entrepreneurial strategy developed in this paper. The authors adopt a vignette approach to problematize theoretical gaps identified. The vignette was also used to embody the entrepreneurial strategy matrix developed.

This paper suggests that the effectiveness of corporate entrepreneurial strategies is influenced by the impacts of contingent environment and agency problem of goal conflicts. It provides some propositions for qualitative and empirical research that will extend the rigours of strategic entrepreneurship literature.

This paper highlights the implications of understanding and adopting diverse competitive and sustenance strategies. It provides avenues for entrepreneurial firms to take cognizance and use of the contingency and agency approaches to influence their long-term strategic directions to stay competitive. Institutional authorities will also benefit from having a conceptual reference and guide to further improve their entrepreneurship policies.

The authors took three novel steps to address the existing gap in the literature. First, the theories of entrepreneurship, contingency and agency were bound together and unified as a single framework to conceptualize entrepreneurial strategy. Second, the identified gaps were embodied in a vignette to problematize the theoretical issues and lastly, some testable propositions were put forward to explain different forms of entrepreneurial strategy. The authors also developed a corporate entrepreneurial strategy matrix based on the Covin and Miles (1999) forms of corporate entrepreneurship. It forms the basis for the propositions.

The purpose of this paper is to address reasons why destinations stagnate and lose visitor numbers and to offer a series of methods, which stakeholders can employ to assist with rejuvenation efforts.

The paper is based on a limited literature review of Butler's Tourism Area Life Cycle (1980). The academic theory is applied to the on‐going situation that is occurring in the Niagara region of Canada, although the insights are applicable to other tourism destinations that are facing stagnation and decline.

While Niagara tourism is currently experiencing a decline in visitor numbers brought about by a series of factors, the destination has the opportunity to rejuvenate its offering. Key components of the rejuvenation include collaboration, strategizing, developing a destination brand that resonates with existing and future visitors and incremental and revolutionary innovation. Once these key elements are in play, the destination should see visitor numbers rebound if not surpass previous high water marks.

This paper is of value to destination marketing officials and entrepreneurs who may believe visitation numbers are lower as a result of a variety of external factors including rising fuel prices, global warming, terrorism threats, changing passport regulations, SARS, hurricanes, tsunamis, and other concerns. By understanding the signals associated with stagnation, destination stakeholders will be in a position to take proactive actions designed to rejuvenate the destination.

This study primarily aims to investigate the indirect and direct effects of cultural heritage rejuvenation experience quality on tourists' revisiting intention through memorable tourism experiences and destination image in the context of cultural heritage tourism.

A structural equation modeling test with maximum likelihood estimation was used to test structural relationships between variables in the proposed model using the responses of 461 participants.

The results indicated that the cultural heritage rejuvenation experience quality exerted a significant positive impact on memorable tourism experiences. Destination image and memorable tourism experiences positively correlated with tourists' revisiting intention. Destination image and memorable tourism experiences partially mediated the correlation between cultural heritage rejuvenation experience quality and revisiting intention.

The study shows that it is meaningful to include memorable tourism experiences and destination image in tourism destination quality–loyalty models and confirms that the cultural heritage rejuvenation experience quality should be viewed as crucial aspects of marketing strategies aimed at improving memorable tourism experiences, destination image, and revisiting intention.

The purpose of this paper is to identify how adoption drivers change before and after key milestones of ICT product adoption (i.e. critical mass point (CMP) (adoption rate 16 percent), market saturation point (MSP) (50 percent) and new generation release point (NGRP)) based on actual subscriber data of the mobile communications industry that represents the ICT market, so that it has implications for the rejuvenation of ICT product adoption that has rarely been addressed in earlier studies.

This study examined the overall characteristics of ICT product diffusion by tracking the actual patterns of US and Korean mobile market subscribers using the Bass diffusion model.

This study found that innovation effects gain influences on ICT product diffusion after CMP, MSP and NGRP; imitators are becoming innovators by repeated rejuvenation experiences; and cultural differences have significant influences on imitators’ ICT product adoption, but not on innovators.

These findings imply that rejuvenation enabled by technology innovation is a key success strategy to dominate the ICT market where the number of innovators, who have strong desires for new generation products, is constantly growing.

The case of Tisens/Tesimo illustrates the critical role of governance in the course of a destination life cycle. In particular, it exemplifies how improving the effectiveness and efficiency of destination governance has the potential to relaunch stagnating or declining destinations. First, Tisens/Tesimo has managed to improve its effectiveness by developing a common strategy in a participatory manner. Second, improving efficiency in networking through an increase in trust also seems to have supported the process of recovery. However, the challenge is to establish cost-efficient collaboration while maintaining the dynamic and adaptive capacity associated with low levels of centralization. In achieving this balance, the destination raises issues about collaborative efficiency.

Compelled by every increasing competition, newly opening markets, globalization, deregulation channels and joint ventures. Information technology (IT) is increasingly taking on a key role in this. IT helps in restructuring business units, business processes, business activities, and business networks, all with the aim of faster, cheaper and better performance. This means ever higher requirements are being set for the IT that is needed. Examines the necessary strategy and the questions that have to be answered by IT organization managers, if they are to be, and remain, successful.

Today's competitive health care markets demand innovation and risk taking on the part of organizations. However, increased government regulation and stiffer penalties enacted in the wake of recent high-profile corporate scandals and the resulting Sarbanes–Oxley legislation, may render boards less willing to undertake entrepreneurial ventures. This article extends the typology of corporate entrepreneurship (CE) developed by Covin and Miles (1999) by extending the CE types to address governance activities in the health care sector. Four case studies are presented that illustrate each of the typology's forms. In addition, the implications of the typology for health care executives and trustees are discussed and areas for future research are recommended.

Should one compete on the basis of product features or price? Both, say the authors. A successful strategy should be flexible enough to exploit market changes by making timely shifts back and forth.

Acknowledging that brands age over time, this paper aims to investigate the exogenous and endogenous factors that influence this phenomenon.

The literature on brand ageing is scarce. Through a study of several Colombian organisations that have an international presence, the paper uses a grounded-theory qualitative methodology, including in-depth interviews and documentary brand reviews over a longitudinal time dimension, to perform an analysis of specific aspects that affect brand ageing processes.

The results revealed that the factors that determine brand ageing can be classified into the following two subgroups: exogenous (conditions of the economic environment, category conditions, entrance of new competitors, ageing current consumers and entry of new consumers) and endogenous (organisational growth, upper management convictions, marketing structure, brand architecture, inappropriate naming and obsolete brand image) factors.

This research provides substantial academic value and insights that allow a better understanding of specific aspects that influence the brand ageing process.