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The purpose of this paper is to discuss several obstacles that can reduce the effectiveness of managerial coaching. Furthermore, the paper highlights the role played by various stakeholders [i.e. the organization, senior leaders, the human resources (HR) function and managers] in overcoming or reducing the potency of such obstacles.

The views presented here have been derived from the authors’ professional experience in managerial coaching and a review of the literature on managerial coaching.

The authors discuss six common obstacles to effective managerial coaching: time for coaching, willingness to coach, ability to coach, employees’ ability and willingness, societal expectations and the intrusion of technology. They describe the critical role of various stakeholders (i.e. the organization, senior leaders, the HR function and line managers) in overcoming or mitigating the impact of such obstacles, thus contributing to effective managerial coaching.

A discussion of the obstacles to effective managerial coaching and the role of stakeholders in managerial coaching is valuable for organizations that seek to enhance the performance of employees through managerial coaching.

Previous research has provided substantial attention to how individual-level challenging experiences lead to individual- and organization-related outcomes. This paper aims to expand existing challenging experiences theory and research by proposing a theoretical framework that addresses how challenging experiences differentiation relates to work unit effectiveness.

The authors integrate the literature on challenging experiences with that of work unit identification and citizenship behavior to shed light on the intervening mechanisms through which challenging experiences differentiation relates to work unit effectiveness.

The authors’ theoretical framework proposes that challenging experiences differentiation diminishes work unit effectiveness through the mediating roles of variation in work unit identification and variation in citizenship behavior among unit members.

By linking challenging experiences differentiation and work unit effectiveness, the authors’ framework highlights the importance of studying challenging experiences at the unit level of analysis.

The lateral feedback seeking literature has primarily examined lower-level employees’ feedback seeking from peers. Thus, the authors still know very little about feedback seeking when the leader is the “seeker” and peers are the “targets” of such seeking. The purpose of this paper is to expand existing discussions on lateral feedback seeking by discussing the types of feedback leaders may seek out from their peers.

The views presented here have been derived from the authors’ personal opinions on the topic of feedback seeking and a review of the academic and practitioner literature on feedback seeking.

The viewpoint suggests that leaders may engage in two forms of feedback seeking from peers – performance and growth feedback seeking – with each type of feedback seeking holding relevance to leader effectiveness.

Challenging previous research that argues that leaders may avoid seeking feedback from peers, this viewpoint suggests that leaders may seek feedback from peers because they stand to benefit from doing so.

In this paper, we provide a brief understanding of the field of managerial coaching, specifically, offering insights on what has been studied and ideas on where the field can move forward.

We review managerial coaching research, focusing in particular on its consequences and determinants. Based on the review, we uncover three areas that will help advance the development of managerial coaching research.

Our review indicates that both individual and contextual factors influence managerial coaching. Managerial coaching is beneficial not only for employees but also for managers who engage in coaching and the teams they manage. Despite the overwhelmingly positive view of managerial coaching, emerging research addresses the detrimental effects of coaching on managers who engage in coaching. We call on researchers to undertake more work on the factors that reduce managers’ inclination to coach, dark side outcomes of coaching, and role of individual and contextual factors in influencing the effects of coaching.

By reviewing extant managerial coaching research as well as suggesting fruitful avenues for researchers to explore, this paper serves as a useful guide for scholars interested in contributing to the emerging body of research on managerial coaching.

Scholars in the feedback seeking domain have predominantly focused on subordinate feedback seeking. The authors still know very little about feedback seeking when the leader is the “seeker” and subordinates are the “targets” of such seeking. This paper aims to develop a theoretical framework that explores the potential benefits and costs of leader feedback seeking, specifically, leader feedback inquiry for subordinates.

The authors draw upon the transactional theory of stress to propose a framework in which leader feedback inquiry influences two subordinate behaviors (in-role and proactive skill development behaviors) via appraisal processes (challenge and threat appraisals). With insights from regulatory focus theory, the authors propose that individual characteristics, namely, the regulatory focus of subordinates (promotion and prevention focus), determine the appraisals of leader feedback inquiry, subsequently influencing subordinate behavioral outcomes.

The authors contend that leader feedback inquiry can be appraised as a challenge which then produces beneficial subordinate behaviors (i.e. higher in-role and proactive skill development behaviors). However, leader feedback inquiry can also be appraised as a threat which then elicits detrimental subordinate behaviors (i.e. lower in-role and proactive skill development behaviors). The authors then argue that subordinates with a high promotion focus appraise leader feedback inquiry as challenging, thereby enabling beneficial behaviors. Subordinates with a high prevention focus, by contrast, appraise leader feedback inquiry as threatening, thereby prompting detrimental behaviors.

The authors shed light on the benefits and costs of leader feedback seeking for subordinates. The resulting framework underlines the importance of including individual characteristics and cognitive appraisal processes in research investigating the effects of leader feedback inquiry on subordinate outcomes.

Existing research on challenging experiences has focused primarily on the positive outcomes of these experiences for individuals and organizations. However, some studies have also highlighted the potential downsides to these experiences. This paper offers recommendations for organizations, including specific actions and interventions to foster development using challenging experiences.

The authors reviewed the academic and practitioner literature on challenging experiences to formulate their recommendations.

Based on a review of the literature, the authors offer five recommendations for organizations to manage challenging experiences effectively and, thus, foster the development of their employees.

The authors hope that the adoption of their five recommendations may assist organizations in improving their leadership bench strength.

Through an interdisciplinary lens of positive psychology, this paper aims to explore positive experiences for human transformation, recognising their potential for a positive impact and contribution to the future tourism industry and the Sustainable Development Goals (SDGs).

A literature review forms the basis for the present paper.

Based on an in-depth literature review, four main avenues for positive experience design are proposed: designing transformative tourism experiences and measuring long-term impact; designing digital transformative tourism experiences; facilitating and guiding transformative experiences; and training to guide transformative experiences.

This study contributes to the interdisciplinary body of literature on positive psychology, experience design, and human transformation in the context of tourism. Cutting-edge perspectives are outlined to develop a theoretical and practical understanding of how to intentionally design for positive transformative experiences in tourism and make a positive contribution to the SDG 3 good health and well-being.

本文通过积极心理学的跨学科视角, 探讨促进人类转变的积极体验, 认识到其对未来旅游业和可持续发展目标（SDGs）产生积极影响和做出贡献的潜力。

研究结果 - 基于深入的文献综述, 提出了积极体验设计的四个主要途径, 包括：1）设计变革性旅游体验并衡量长期影响; 2）设计数字化变革性旅游体验; 3）促进和引导变革性体验; 以及 4）培训指导变革性体验。

本研究为有关积极心理学、体验设计和旅游业背景下的人类转型的跨学科文献做出了贡献。本研究概述了前沿观点, 以便从理论和实践上理解如何在旅游业中有意识地设计积极的转型体验, 并为可持续发展目标 3–良好的健康和福祉做出积极贡献。

A través del prisma interdisciplinar de la psicología positiva, este documento explora las experiencias positivas para la transformación humana, reconociendo su potencial para un impacto positivo y su contribución a la futura industria turística y a los Objetivos de Desarrollo Sostenible (ODS).

El presente documento se basa en una revisión bibliográfica.

Sobre la base de una revisión en profundidad de la literatura, se proponen cuatro vías principales para el diseño de experiencias positivas, incluyendo 1) el diseño de experiencias turísticas transformadoras y la medición del impacto a largo plazo, 2) el diseño de experiencias turísticas transformadoras digitales, 3) la facilitación y guía de experiencias transformadoras, y 4) la formación para guiar experiencias transformadoras.

Este estudio contribuye al cuerpo interdisciplinario de literatura sobre psicología positiva, diseño de experiencias y transformación humana en el contexto del turismo. Se esbozan perspectivas de vanguardia para desarrollar una comprensión teórica y práctica de cómo diseñar intencionadamente experiencias transformadoras positivas en el turismo y hacer una contribución positiva al ODS 3 buena salud y bienestar.

The improvement of the agri-food supply chain sustainability plays pivotal role in the planet’s survival and in overcoming of climate disasters. Digital technologies that support the collection of Big Data produced along the agri-food supply chain (SC) emerge as powerful tools to accelerate the ecological transition of the sector. Digital technologies can support the implementation of circular business models by sharing data across the SC, monitoring in real time the materials flow, automatizing some agricultural practices and improving the decision-making through the development of decision support systems. Despite the relevance of these arguments, there is a lack of shared frameworks and guidelines for the effective development of a “data-driven circular economy” in the agri-food SC. In this scenario, this chapter examines how scholars investigate data-oriented strategies to accelerate the ecological transition and the adoption of circular economy (CE) models in the agri-food sector (AFS). To this end, a systematic literature review (SLR) was performed. Twenty-nine papers were selected following a rigorous sampling process. Both bibliometric and descriptive results are provided in the first part of this chapter. According to the analytical framework developed, the selected papers were examined in light of the “reduce, reuse and recycle” (3R) paradigm. Moreover, an additional R was retrieved from the systematic review (i.e., redesign), broadening the analytical perspective. The results indicate that scholars have predominantly provided theoretical contributions concerning the role of digital technologies and big data for the agri-food circular transition from a macro-perspective. The findings are useful for policy-makers and managers, who can promote and implement the big data-oriented approach to facilitate the circular transition. Limitations and future research directions are also provided.