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In the last two decades, the region of Southeast Europe, Republic of Macedonian included, has been marked by a politics based on the pronounced primacy of the issue of national identity over other socio-political questions. National identity as an issue per se entails material, cultural and academic processes aiming at the construction and fixing of an idea and a sense of a collective. Ample evidence in terms of material culture (the architectural project Skopje 2014) and recorded public discourse supports the claim that the question of national identity determines the course of politics, nationally and internationally.

The main focus of this chapter is to examine the different discourses regarding national identity, and the multicultural and cultural policies, formulated against the backdrop of the conditions set by the EU. Through a discursive analysis of some of the speeches and texts of Macedonian and Albanian political officials, this chapter will trace the various (re)constructions of national identity vis-à-vis Europe and Macedonia’s aspirations for European Union (EU) accession. Additionally, Macedonia’s complicated interethnic relations are analysed through the country’s struggle with the name dispute with Greece and, through what is seen as a lack of loyalty from the Albanian political parties and citizens, which push for the change of the name for a faster EU accession. This further complicates the picture of the Macedonian EU integration and creates a triangulation of discourses: one stemming from the EU requirements, and two more, stemming from the two major ethnic groups and political parties in Macedonia, namely the Macedonian and the Albanian.

Street economy (SE) is defined as the exchange of all kinds of goods and services in public areas, streets, street corners and squares. As in all sectors, SE is composed of two main parts as registered and unregistered. Again, it is divided into two parts as legitimate and illegitimate social and economic activities, in the extent of the limitlessness of human needs and the relatively limited resources. SE consists of all kinds of economic, social, cultural and artistic activities that are carried out on the streets. Virtual streets are added to real streets with globalisation and digitalisation. It is observed that the very small-scale street trade, which is expected and predicted to disappear in the last century, has become more widespread and effective in contrast to all these predictions and expectations. In this chapter, it is foreseen that the SE, with all its sub-sectors, has not yet been measured with its sub-sectors, and with its global buyers and sellers having reached the enormous dimensions that affect the daily life of 5 billion people out of the 8 billion world population. Quantitative indicators compiled from databases show that this set of street traders has reached a global trade volume of $30 trillion under the common denominators. With a volume of $30 trillion, SE has attracted the attention of the producers and investors of street robots as well as other entrepreneurs and researchers. SE, which has been expected to be eliminated and not seen as worthy by economists and politicians, has been the sole supplier of the needs of the poor, with hundreds of sub-sectors. It is seen as the easiest, most common job opportunity of the unemployed. In this chapter, the functions, its place in the city life, its added value at the local and national levels and its problems and global solution proposals of the SE, which is expected to become more important in the world agenda, will be discussed.

Purpose: Talent management and in particular strategic talent management (STM) has emerged as an important issue for hospitality organisations worldwide. In this chapter, we address some of the complexities evident in hospitality organisations in relation to the practice of STM, the types of internal and external STM issues that arise and both the research and practice implications of pursuing STM in hospitality organisations.

Methodology/Approach: This chapter presents a review of the literature on the wider topic of STM, with particular focus on the integration of issues and themes identified in the hospitality management literature related to STM perspectives.

Findings: We find that STM is a topical issue for hospitality organisations irrespective of size, complexity, or geographic location. However, research that explicitly addresses STM in hospitality is nascent leaving many unanswered questions. The notion of what constitutes STM is shaped by the complexities and values of the hospitality industry itself and its meaning is not necessarily the same as in other industry contexts. However, as yet we do not have sufficient insights to reach conclusions as to what STM truly looks like in hospitality organisations.

Research Implications: Here, we add to the literature, highlighting the need for more research on the many dimensions of STM in hospitality organisations including its antecedents, processes, and outcomes and the extent to which it is different in hospitality organisations compared to multinational corporations and public sector organisations.

Practical Implications: We highlight a number of practical implications around roles, processes, practices, and skillsets to utilise a strategic approach to talent management in hospitality organisations.

Originality/Value: This chapter continues the debate as to the role of STM in hospitality organisations as well as providing a more focussed agenda for both future research and practice. We also analyse and critique the internal and external forces and pressures that shape STM in hospitality organisations.

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

Although managing global change is one of the key competencies demanded of global leaders, it is one of the most under-researched topics in the field (Lane, Spector, Osland, & Taylor, 2014). This chapter shares findings from a recent qualitative study that examined how global business leaders navigate complex global changes. Data were collected from 23 global business executives working for 20 unique global enterprises, in 12 different functions, through a pre-interview participant qualifying profile, an in-depth semi-structured interview, and follow-up verification. Findings reveal that global business executives are contextual leaders who juggle both global task and global relationship complexities. The paradox is the process they employ to navigate continuous change, enabled by sensemaking. Finally, as agile learners, they prove that the global leadership capabilities required to navigate paradox can be learned.

Purpose – This article describes a theoretical model that allows understanding, explaining, and measuring the perceived organizational effectiveness of multinational coalition operations’ headquarters.

Design/methodology/approach – The proposed model is based on subject matter experts’ opinions and on existing general and military models of organizational effectiveness. It is tailored to the particular case of coalition operations’ headquarters.

Findings – The model includes input factors such as structure and processes, people and organizational culture as well as the operative and official goals of the organization. It especially emphasizes the degree of fit, or alignment, among them.

Originality/value – This comprehensive model provides a solid basis for (a) capturing the perceived effectiveness of people deployed in such headquarters, (b) for determining influencing factors in order to identify barriers and, if required, (c) for deducing improvement opportunities for organizational effectiveness of these coalition operations’ headquarters.