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Putting relationships at the heart of what we do.

Scholarly discourses regarding heritage values for sustainable heritage management abound in heritage literature but appear elitist as they tend to exclude the perspectives of the people at the lower echelons of society. The study explored the values ascribed to a global heritage monument by the people living around a global heritage site in Ghana and the implications of their perceptual values for sustainable heritage management.

This study used the qualitative design. It was guided by Costin’s heritage values, community attachment theory and values-based approach to heritage management. Data was gathered from the local people living close to the heritage site, and the staff of Museums and Monuments Board at the heritage site. Data were gathered through focus group discussions and in-depth interviews and analysed using the thematic approach and most significant stories.

The results revealed that the local people were aware of the economic, aesthetic, historic, symbolic and informational values of the heritage monument but showed little attachment to the monument. The main reasons for the low attachment were the limited opportunity for them to participate in the management of the monument, and the limited opportunity for direct economic benefits from the heritage asset.

A comprehensive understanding of heritage monument management that reflects the perspectives and values of the local people is imperative.

United Nations Education, Scientific and Cultural Organisation and Ghana Museums and Monuments Board could consider a more community-inclusive heritage management framework that takes cognizance of local values and perspectives to ensure sustainable heritage management and development.

The values and perspectives of the local community matter in heritage management. The heritage authorities need to engage more with the community people and educate them on the best practices regarding the sustainable management of World Heritage Sites.

This paper argues that the management of global heritage sites should not be elitist in orientation and character. It should respect the principle of community participation for inclusive development.

This study aims to examine the impact of Covid19 on service ecosystem self-adjustment (SES_SA) and additionally to explore the mediating role of SES_SA on the relationship between the Covid19 pandemic and the development of digital service capability (DD_SC).

Data were drawn from 384 business people with the help of a survey questionnaire. The interrelation of the model was examined with the help of structural equation modeling (SEM) using bootstrapping measures in Smart-partial least square (PLS). Three constructs (Covid19, DD_SC and SES_SA) were found with the help of exploratory factor analysis (EFA). Convergent and discriminant validity were obtained through confirmatory factor analysis (CFA) using statistical package for the social sciences-analysis of a moment structures (SPSS-AMOS)-V.23.

There is a substantial impact of Covid19 on SES_SA and DD_SC. The investigation also discovered that SES_SA significantly impact DD_SC, whereas, Covid19 impact DD_SC indirectly through SES_SA. Age has a significant favorable influence on fear of Covid19.

There is scant literature linking SES_SA and the DD_SC.

The study promotes understanding of the contribution of Covid19 and SES_SA in the DD_SC among business people to enhance value co-creation. Capitalizing on DD_SC will enhance customer experience, assist customers in decision-making, and foster digital economic growth.

It enlightens on the digital capabilities needed for creating and co-creating value. Most studies in this area are qualitative/conceptually based and have not studied this kind of interrelation. Hence, it’s the only quantitative study that has examined the inter-relations among Covid19, SES_SA and DD_SC using SEM. This study also offers comprehension of all theories used in this context by relating Covid19 effects to DD_SC.

The purpose of this paper is to explore the key ingredients that people analytics teams require to contribute to organizational performance. As the information that is currently available is fragmented, it is difficult for organizations to understand what it takes to execute people analytics successfully.

To identify the key ingredients, a narrative literature review was conducted using both traditional people analytics and broader business intelligence literature. The findings were summarized in the People Analytics Effectiveness Wheel.

The People Analytics Effectiveness Wheel identifies four categories of ingredients that a people analytics team requires to be effective. These are enabling resources, products, stakeholder management and governance structure. Under each category, multiple sub-themes are discussed, such as data and infrastructure; senior management support; and knowledge, skills, abilities and other characteristics (KSAOs) (enablers).

Many organizations are still trying to set up their people analytics teams, and many others are struggling to improve decision-making by using people analytics. For these companies, this paper provides a comprehensive overview of the current literature and describes what it takes to contribute to organizational performance using people analytics.

This paper is designed to provide organizations and researchers with a comprehensive understanding of what it takes to execute people analytics successfully. By using the People Analytics Effectiveness Wheel as a guideline, scholars are now better equipped to research the processes that are required for the ingredients to be truly effective.

By drawing on current reports, this paper positions that Homo sapiens could in the near future be faced with an increasingly uninhabitable planet. It emphasises the importance of adventure tourism and its associated activities as a means of supporting individuals to develop more outdoor survival skills.

This study applies a scenario narrative approach in exploring and presenting potential future ideas. The significance of narratives lies at the essential examination of current trends and drivers that could be shaping future scenarios. This paper, through the exploration of past and current trends supports the researcher in presenting future views. The scenario narratives in this research are established via desk-based research and inspection of academic journals, industry reports, ideas and knowledge.

If society is pushed to the brink of extinction due to a catastrophic event(s), people will require survival skills, similar to those shared by our hunter-gather nomad ancestor. Thus, this paper highlights the value and importance of the industry in encouraging soft and hard outdoor adventure in the coming years. It recognises how different adventure travel activities can support people in rekindling with our more basic instincts and ultimately, surviving in different natural environments.

This paper offers original theoretical knowledge within the adventure tourism literature. Offering original consideration to the value of exploring the past as a method of understanding the future, the paper presents an original spectrum of soft and hard skills-based adventure tourism activities.

The purpose of this paper is to present a strategic management framework for a successful digital transformation (DT) roll-out aimed at enabling organisational resilience. The study aims to identify the critical areas of consideration for management to strategically approach DT in order to build resilience.

The research study is based on the 3Ps framework: (1) people (culture, capabilities, engagement and well-being), (2) processes (systems) and (3) plant (technological infrastructure and tools). The research methodology is a qualitative study comprising semi-structured in-depth interviews, conducted with industry experts in different sectors undergoing major digital disruptions such as financial services, mining, oil and gas, energy and retail.

The research findings show that the successful roll-out of an organisation’s DT is largely driven by the people elements incorporating organisational culture, workforce skills and training and employee well-being. It also highlights that it is critical for organisations to invest in technological infrastructure, once the people elements have been addressed, as they are the drivers of technology implementation.

A bigger and broader sample size can validate the elements and structure of the DT framework in South Africa.

The study’s discussion unlocks understanding about: (1) what are the key enablers for successful DT; (2) what hinders organisations from realising the value of digital investments and (3) a strategic framework for the digital roll-out.

Technology is impacting employees at both a personal and professional levels. Ensuring that DT rollouts are strategical implemented lowers the impact on technostress and strengthens resilience.

The value and practical implication of this study is that the developed strategic framework can be used by managements to enable the smooth adoption of DT toward building organisational resilience in developing countries such as South Africa with low digital maturity.

As China embarks upon a new era of high-quality development, it is increasingly important and imperative for China’s economic development to live up to its real nature, which is to satisfy people’s growing needs for a better life. The paper aims to discuss this issue.

The paper attempts to discuss the implication of HQD and its related theoretical issues from the basic theory of economics, and literature review. It is necessary to return to Marx’s “dual character of commodity” to check the theoretical foundation of this issue, based on the duality methodology, namely, the duality of the value of use and the value of exchange.

Moving from HSG phase to HQD phase constitutes a major challenge and an arduous task that is extremely difficult both theoretically and practically. A series of new problems crop out as to the theoretical understanding and practical resolution. Fundamentally speaking, this new dynamic mechanism intrinsically requires a perfect integration of the instrumental rationality of market economy and the value-based rationality of economic development.

This new momentum requires a perfect match between the instrumental rationality of market economy and the value-based rationality of economic development.

The coronavirus disease 2019 (COVID-19) pandemic has led to a global digitalization of organizational activities: the pandemic forced people and organizations to profoundly review values, purposes and norms. However, the research on how digital technologies impact human relationships and interactions at work results fragmented. Still, the importance of understanding which behaviors and norms enhance social interactions and organizational performances in digital environments remains critical, especially after COVID-19 advent. Therefore, this study explores how human relationships change in a wholly digital environment and what to expect for the new normal.

The study first explores the research gap through a systematic literature review to clearly understand what emerged so far. Second, through semi-structured interviews and a focus group, an empirical analysis was conducted.

Findings suggest that both work and emotional dimensions are crucial to nurturing human relationships in a digital environment. More precisely, the study unveils the need for innovative leaders to review their approaches to communication and the work experience and consider the emotional dimension in terms of community purpose and individual well-being, while identifying rituals as an overlapping tool. Finally, the authors propose a parallelism between these results and the agile revolution to inspire leaders to rethink their leadership and behaviors getting closer to the agile approach, which may represent a valuable way to rethink human relations in our professional environment.

The paper sheds light on an ongoing phenomenon that touches the lives of each organizational actor. The two-step structure hopes to provide both a structured base of the knowledge developed to date, proposing a systematic view of what has been studied since the outbreak of the pandemic to date and to provide insights for future developments.

The purpose of this paper is to reach a deeper understanding of the Lean principle of respect for people (RFP to facilitate Lean implementation in Western organizations outside Toyota.

This study uses an interpretative, hermeneutic approach to understand the RFP concept through a literature study of existing research about Lean implementation, and an inquiry into the underlying meaning of the RFP principle, by studying sources from Toyota and discussions about the RFP principle in Japan.

RFP is seen as a central principle in Lean implementations, but the failure of RFP is believed to cause Lean implementations to fail. The literature about Lean discusses the RFP principle both as a general positive atmosphere and as focused on developing the work capacity of employees. By studying the sources from Toyota, it could be understood that RFP is based on ought-respect. The authors also find that RFP is related to takumi, a perfected form of craftsmanship. The authors translate the concept to English by tying it to the recent literature about craft to develop RFP as RFC – respect for craftsmanship.

As this is a conceptual paper, it is difficult to translate the findings into a tool for companies and organizations to use. However, that is the point of the paper: that the most important ideas are not translatable into tools.

It is necessary in Lean implementations to connect people’s work to craftsmanship. Through a discussion of craftsmanship before Lean implementations, it might be possible to nurture an understanding of the underlying values of Lean.

The authors have not found any papers that propose takumi as the base of the RFP principle, nor as a foundational concept at Toyota. It is necessary to understand the concept of takumi, as perfection in craft, to understand the RFP principle.

This ethnographic revisit of a general hospital aims to critically explore and describe the mechanisms of corporate culture change and how institutional excellence is facilitated and constrained by everyday management practices between 1996/1997 and 2014/2015.

A five-month field study of day-to-day life in the hospital's nursing division was conducted by means of an ethnographic revisit, using participant-observation, semi-structured interviews, free conversations and documentary material.

Using labour process analysis with ethnographic data from a general hospital, the corporate culture is represented as faceted, complex and sophisticated, lending little support to the managerial claims that if corporate objectives are realised, they are achieved through some combination of shared values, beliefs and managerial practices. The findings tend to support the critical view in labour process writing that modern managerial initiatives lead to tightened corporate control, advanced employee subjection and extensive effort intensification. The findings demonstrate the way in which the nursing employees enthusiastically embrace many aspects of the managerial message and yet, at the same time, still remain suspicious and distance themselves from it through misbehaviour and adaptation, and, in some cases, use the rhetoric against management for their own ends.

What are the implications for clinical and managerial practitioners? The recommendations are to (1) develop managerial practitioners who are capable of managing change combined with the professional autonomy of clinical practitioners, (2) take care to practise what you preach in clinical and managerial reality, as commitment, consent, compliance and difference of opinion are signs of a healthy corporate culture and (3) consider the implications between social structures and human actions with different work behaviours on different levels involved.

This ethnographic revisit considers data from a labour process analysis of corporate culture change in a general hospital and revisits the ways in which contradictory expectations and pressures are experienced by nursing employees and management practitioners spread 17 years apart.