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The purpose of this paper is to discuss the evolving interpretations of the Covid crisis and its impact on hospitality and tourism.

Scenario planning paper following Framework Foresight about the Covid pandemic and its impact on hospitality and tourism. Research input was gathered from research reports in different disciplines and discussions with an expert panel.

The paper argues that hypothesized recovery scenarios were founded on hope and inaccurate extrapolations, and that hospitality and tourism may head for permanently lower volumes.

The paper contributes to the debate on tourism resilience and hopeful visions of a sustainable restart.

Instead of just focusing on direct pandemic impact and that of governmental measures, a third variable of consumer confidence will be decisive, and more important than expected by many initially, in future scenarios for hospitality and tourism.

The proposed scenarios that were designed with executive level industry input have so far proven more realistic than prevalent views of a swift recovery.

Although considerable attention in the extant literature has been devoted to knowledge acquisition and transfer within firms, there is a dearth of research on the effectiveness of outside sources of knowledge for technology‐based small to medium‐sized enterprises (SMEs). Furthermore, the majority of empirical studies in this area focus on large firms while research on smaller firms is underdeveloped. The aim of this paper is to investigate the impact of the sources of knowledge on the performance of technology manufacturing firms and the implications for higher education institutions (HEIs) providing advice to this sector.

Following interviews with managing directors of manufacturing firms, a number of sources of technical advice were identified. A survey of small and medium‐sized UK electronic and engineering firms was then carried out to investigate the relationship between sources of knowledge and performance and also to establish whether there is a relationship between performance and the extent of the advice network.

Significant correlations were found between company age, knowledge source remoteness and company performance. The more remote the source the less effective it is. The stronger the firm's network the more profitable it is likely to be.

This has particular implications for universities involved in knowledge transfer, as these institutions are often relatively remote compared with other sources of advice within SME networks.

The research adds to our understanding of the role of HEIs and other members of knowledge networks in relation to the achievement of competitive advantage by SMEs.

North Korea is moving in the direction of an open market as China did a generation ago. With a substantial population of 22 million, the country has abundant natural resources and an affordable labor force that are attractive to contract manufacturers, importers of retail goods, and contractors of large turnkey projects. North Korea's strategic location in the Far East offers enormous savings in transportation cost for multinational firms wishing to ship goods to Southeast Asia and Europe. Five reasons to do business with North Korea are analyzed in the report.

Many academics have raised concerns about the growing divide between academia and practice. While more collaborative research has been called for there is a lack of research into the actual practice of academic/practitioner engagement. This research aims to explore the application of strategic management theory and the role of universities in exchanging strategic management knowledge to practice.

In depth interviews were undertaken with practitioners, academics and experts in order to get a balance of views from different perspectives.

Organizations seem to have absorbed standard, iconic strategy techniques and are not, generally, relying on academia for new insights. On the academic side there is some uncertainty about what industry “needs”. The transfer of new strategy approaches can only be achieved once practitioners acknowledge the credibility of academia in contributing to practitioner related issues.

For academics to have credibility with practitioners the context and content of collaborations need to be more proactively managed through more effective processes. The context relates to understanding the operating environment that the firm is in and how the firm's goals and objective are aligned with that environment. The content refers to the program of research or action areas selected as part of the collaboration framework. The process refers to how the collaboration is handled.

The research takes up the challenge of exploring how academics and practitioners in strategic management can work more effectively together in order to apply the latest strategic thinking to the real‐life complexities of the contemporary business world.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

The purpose of this paper is to highlight what the authors regard as serious problems with the continuing dominance of a “hard science” view of what constitutes “top quality” research, and to present evidence that a “softer” approach will yield work that more closely aligns with the everyday reality of marketing.

The authors use a contrast between the marketing discipline and chemistry to illustrate their concerns about the use of “hard science” in academic marketing. This was supplemented with analyses of academic marketing work already published to illustrate particular points.

The authors propose that academic marketers need to take a “horses for courses” approach and ground their research in the reality of the discipline. Different areas within the discipline of marketing are debated, and it is concluded that some areas may still respond well to scientific approaches, while others may benefit from a relaxation into interpretive approaches. The paper argues the need to concentrate more on reflecting a reality that is recognised by the wider marketing community, rather than getting wound up in methodological strait‐jackets. To illustrate these points, the lack of recent progress in research on market segmentation is considered, and a “typical hard science paper” is critiqued. The authors summarise the reasons why it is wrong to apply a “hard science” approach on a carte blanche basis and argue for a more pluralist critical realist approach.

The contention is that the over‐heavy trappings of science in much academic work have the effect of removing that work from practical norms. Therefore the practical implications of this paper are potentially significant.

The paper promotes the soft science stance as the most appropriate epistemology for mainstream academic marketing research.

The purpose of this paper is to understand what the principal and principal supervisor each bring and contribute to their collaborative work that is consequential for the principal’s learning and development as an instructional leader.

Multiple case study methodology is used to gather data from 12 principal supervisor/principal partnerships over a 16 month period in one Mid-Atlantic school district. Data sources included interviews, observational data and documents provided by participants in the study.

In productive principal supervisor/principal partnerships, findings demonstrated that the principal supervisor and the principal each brought specific antecedent characteristics to their partnership and each made contributions to the development of a productive partnership during their collaborative work. When these partnership qualities were present, principal supervisors and principals engaged in joint work, leading to robust changes in principals’ instructional leadership practice.

This study examined the work of principals and principal supervisors in one large Mid-Atlantic school district.

Findings from this study have implications for districts’ assignments of principal supervisors, principal supervisor/principal selection and professional development of principal supervisors. Further, districts should create the conditions for principal supervisors and principals to establish learning-focused professional partnerships in three stages, culminating in the engagement of joint work for improvement to facilitate principals’ changes in instructional leadership practice.

Findings from this study illustrate the value of establishing a learning-focused partnership between principal supervisors and principals in three stages to facilitate robust stages in principals’ instructional leadership practice. A new conceptual framework displays the stages of partnership development that occur in productive principal/principal supervisor partnerships.

The linkage between strategic planning and daily activities within an organization is often obscure. Perhaps as a consequence, many well‐developed strategic plans fail to be implemented, and required goals and objectives are not attained. Strategy deployment processes link strategic plans with implementation activities. Instead of investing more time and energy in improving planning or implementation processes, an organization should first examine the deployment processes used to link strategic plans with action – “deployment processes” may be the missing link in the strategic management system. This paper studies the application of formal strategy deployment processes within three US federal agencies. The strategic management literature provides the basis for the deployment processes analyzed in this study. Following the analysis of each individual case, an overall assessment of existing supporting and restraining forces that should be considered when working to improve deployment processes is discussed.

This paper aims to identify the relationship pattern between intra-team trust and team innovation and the influence of moderating variable task complexity on the relationship. It also describes why and how intra-team trust is a unique antecedent for team innovation, as too much or too less influence of the variable can have detrimental effects on team innovation.

The paper uses survey research. The data were collected by distributing questionnaires to work teams. After the individual-level data were aggregated into team-level data, hierarchical linier regression was conducted to test the hypotheses.

The paper provides empirical findings that (1) intra-team trust and team innovation have a curvilinear relationship pattern, (2) task complexity does not influence curvilinear relationship (3) and the increase in task complexity improves the possibility of team innovation to occur.

The paper has two limitations. First, as intra-team trust was also represented by aggregated perception of team members’ trust for outside parties (not only members’ perception for their teams), the future research is expected to include the representation in the instrument. Second, recent research studies have shown that contextual factor of task interdependence, instead of task complexity, also had an effect on the relationship pattern between intra-team trust and team performance (i.e. team innovation). Therefore, for future researchers, it is suggested that the use of task interdependence would be an alternative moderating variable on the relationship between intra-team trust and team innovation.

The paper discusses the strategy to enhance team innovation by revealing strategies to manage interplay among intra-team trust, team complexity and the desired team innovation.

The paper identifies the need to conduct empirical research on how an interplay among intra-team trust, task complexity and team innovation could be enabled.

This study confirms and extends previous research by providing a detailed longitudinal examination of the strategic group and performance relationship in the hospital industry from 1983 to 1993. Based on a deductive approach using Porter's (1980) typology, we find that matching strategy to environment affects hospital performance, that the appropriate match between strategy and environment changed over the 1983 to 1993 time period, and that hospitals combining a low cost and differentiation strategy (i.e., a best‐cost approach) performed well during most of the time period examined. We also find significant movement between strategic groups, thus calling into question the degree to which mobility barriers affect between group performance differences. Finally, our research suggests the existence of multiple groups following the same strategic approach, a result that calls into question the view that groups within an industry are monolithic.