Search results

Using the lens of crisis innovation and strategic alignment, this study explores how a segment of the restaurant sector that may be less agile than others—Michelin-starred restaurants—perceives and aligns with the challenges brought about by the COVID-19-pandemic.

The study collected data from 19 Michelin-starred restaurants in Spain using a qualitative interview method. The data were analyzed qualitatively and organized thematically.

Four key categories of strategic challenges were identified: human resources, uncertainty, control and economic challenges. In response, chefs displayed both behavioral and organizational strategies. Those organizational strategies were new human resource management, reorganization, product and service innovation and marketing. While the new human resource management actions adopted to align with the human resource challenges identified, a misalignment remains between some of the other strategic actions, such as product and service innovation, marketing and economic and uncertainty challenges.

The findings offer new insight into Michelin-starred restaurant chefs' challenges and (mis)alignment strategies, an area that has been understudied in the current literature on innovative responses in the hospitality sector post-pandemic.

Several studies of the telecommunications industry have focused on government regulation and structural conditions, suggesting that initial order of entry and network effects create strong first‐mover advantages for GSM companies. This paper seeks to change the focus to managerial capabilities and to investigate how an early mover on the Turkish market manages the phase of vigorous competition following the early‐regulated period.

The paper is a case study of one leading firm in the context of the Turkish telecommunications market development. The most important sources for data are Telepati Telekom Journal, Turkcell Annual Reports, Telecommunications Authority of Turkey's publications, the reports of investment institutions, web pages of operators, and previous publications about the Turkish telecom industry.

The paper finds that the early mover, Turkcell, has used a mix of differentiated marketing strategies, innovative and diversified product development and increased service quality to defend its position in an era of increased competition with new operators, a high number of pre‐paid customers and number portability.

On the basis of this case, the paper argues that studies of the telecommunications industry need to expand their analyses of industry structures to also include firm‐specific strategies and management capabilities.

Tourism literature tends to focus on passive tourists, who constitute the majority of tourists today. However, there is a growing number of individuals who overlap their study, work, and business with tourism activities. These independent tourists have created a new segment in the tourism industry, where tourists develop and experience their own tourism activities. However, there is a lack of current research on these independent tourists, especially in terms of how they function in the experience management process and how this can be translated into various new types of offers.

This study investigates the functions, experiences, and behaviors of this type of tourists. Accordingly, this study makes use of purposive sampling, employing direct observation, in-depth interviews, and analysis of personal social media (e.g., blogs). The findings show that while some independent tourists function in a multitude of ways, from searching for ideas to composing, creating, and experiencing their own products, others are less active and tend to piggyback their efforts on those of more active tourists. The study finds that the motivational matrix is highly important for individuals who combine work and tourism. Working persons with a strong motivation for tourism relative to work maintain high levels of commitment, activity, and creativity in the tourism sphere, especially when they face problems with their work. Highly satisfied independent tourists initiate future actions by either revisiting the same destination or leading others to have similar experiences at the same location. Finally, the chapter discusses some methodological lessons learned from direct observation and in-depth interviews and studying social media.

Maria Amoamo is a post-doctoral fellow in Te Tumu, the School of Māori Pacific and Indigenous Studies at University of Otago in New Zealand. Maria's research interests include the representation of indigenous, cultural and heritage tourism. Her PhD thesis examined the issue of identity in relation to Māori regional tourism within a post-colonial framework. She is currently examining the economic value of identity in relation to determining ‘what is the profile of Māori tourism in Dunedin?’ Maria is also examining the issue of social vulnerability and resilience of Pacific Island communities in relation to tourism.