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The purpose of this study is to explore the paranormal tourist experience on ghost tours, taking into account the participants’ perceptions and their prior knowledge of the paranormal, in order to determine the principal components of the future of paranormal tourist experience.

The study is divided into two phases. The first phase is based on participant observation during a ghost tour. The second phase is based on a previously published framework for paranormal tourism. It introduces a qualitative adaptation of the orchestra model to look in-depth at how experiences with paranormal tours might shape the future of tourism as a major subtype.

Paranormal tourism has external (situational-enchantment, historical, mystical, ghostly and unsolved mysteries) and internal (affective, cognitive, sensory, behavior and relationship) components that are inter-linked. Future paranormal tourist experiences (FPTEs) must be focused on enhancing these aspects in order to offer an immersive experience.

Consequently, this paper proposes the FPTE model.

This chapter dwells on the use of music as a metaphorical tool to help organisations grapple with the intricacies of working within an environment that is unstable and more and more prone to rapid changes and the subsequently induced alteration of company focus and direction. This is not to say that strategic planning or delivery is musical but to provide the reader with a distinct and intriguing cognitive aid. Three types of music are considered (classical orchestral, popular music (pop), and jazz). Each metaphor helps to reveal alternative approaches to leadership but more specifically strategic development. This is, moreover, not offered as a template for success just the building of possibilities by using music as a different lens through which to scrutinise the strategic field. Areas highlighted in this reflective chapter are the role music can play to help understand the role of staff collaboration and learning. In addition, an understanding of the ways in which humans remember and relate to dynamic organisational life and the need for anchor-points to help with memory. Music provides both the possibilities of collaboration and soloing, or, put in another way, leadership, and followership as well as the ways in which listening, unlearning and collaboration aid the development of a more emergent, flexible dynamic organisational strategic development and policy.

In recent years, research on children's tourism experiences has gained prominence, as children are becoming an increasingly vital market for the tourism industry. While events are a main sector of the industry and host millions of children every year, there is a lack of research specifically focussed on children's experiences in events. This chapter focusses on children's entertainment events which can provide children with a satisfying, memorable and educational experience. This study has developed a framework to facilitate deeper mixed studies on children's experiences in event tourism. The framework is composed of four pillars based on various social, tourism and event theories and models, including the Cognition–Affect–Behaviour (CAB) theoretical framework, the Orchestra Model of Experience, the Event Experience Scales (EES), the Theory of Child Well-being and the Transtheoretical Model of Behaviour Change (TTM). The framework can be used by future researchers as an analytical evaluation tool to study children's experiences in different types of events and understand the mechanisms of behaviour change in this context.

In this chapter, the author explains the three components of Trilogy of Taoist Leadership – responsible business, responsible management and responsible leadership. The concepts of business, management and leadership are defined from multiple angles, including an etymological perspective. The historical origins and evolution of these three areas are explored to provide a comprehensive understanding. The chapter concludes with a discussion of the interconnections among the trilogy's components and illustrates how the trilogy can contribute to the development of sustainable organizations.

This study aims to explore the engagement between accounting and music in the social and relational construction of accountability. The authors conceive this construction as a dynamic and recursive interplay between the giving of different accounts and the responses that these accounts provoke. The authors investigate the emotional dimension of this interplay, as it is also triggered by music, feeding back into how accountability is constructed and evolves over time.

This study relies upon a historical analysis of archival and secondary sources about the main music concert organized in 1913 by the founder of “Accademia Chigiana”, one of the leading music academies in Italy. The concert celebrated the first centenary of the birth of Giuseppe Verdi, a worldwide famous Italian music composer, and icon of Italian national sentiment.

This study shows that music and accounting were profoundly intertwined in the social and relational construction of accountability for the 1913 concert. Accountability evolved through different accounts, also linked to music, and the complex emotional reactions these accounts provoked in the audiences, citizens, media and institutions, leading to always further responses and accounts in the ongoing construction of accountability.

This study extends prior literature on the chameleonic nature of accountability, as well as on its relational and emotional dimensions. The study shows that accountability is relationally constructed and evolves over time through the giving of accounts and the emotional reaction they provoke from others, feeding into further responses and accounts of the accountable subject. The authors show how the chameleonic nature of accountability permeates not only the accounts and the relations of accountability but also the subjects giving and demanding the accounts: these subjects change as chameleons through their interactions and emotions, feeding into the dynamic construction of accountability. The authors also show how arts, like music, can participate in the chameleonic nature of accountability and of its subjects, precisely by engaging with their emotional reactions and responses.

To present a holistic picture of the three paths to new market creation, what leads to one form of market creation over another, and how each path triggers a different balance between disruptive and nondisruptive growth.

The authors present “A Growth Model of Market-Creating Innovation Strategy” based on their three decades long research journey from blue ocean strategy to what Kim and Mauborgne have come to call “nondisruptive creation,” creation without destruction or disruption.

The authors’ found that what triggers one type of market-creating innovation over another comes down to the type of problem or opportunity an organization sets out to address. Offering a breakthrough solution to an industry’s existing problem is the path to disruptive creation and disruptive growth. Identifying and solving a brand-new problem or seizing a brand-new opportunity outside existing industry boundaries sets you on the path to “nondisruptive creation” and nondisruptive growth. Between these two ends of the market-innovation spectrum is redefining an existing industry problem and then solving the redefined problem. This is the essence of blue ocean strategy, which generates a more balanced blend of disruptive and nondisruptive growth.

Leaders can be more intentional and move beyond chance to consciously direct their efforts to the type of market innovation they choose to nurture, and deliberately put their resources behind it. Leaders learn the path to nondisruptive creation where their current business is not disrupted by the initiative and where economic growth and social good are not trade-offs.

The article offers a unique overview of the three dominant paths to market-creating innovation – disruption, blue ocean strategy, and nondisruptive creation – and their different impacts on growth.

This study aims to examine the role of performance management systems (PMSs) in enabling logic blending to manage institutional complexity and tensions arising from coexisting institutional logics.

This research uses a case study of an Australian non-government organisation (NGO) operating in an institutional field dominated by the state government, in which policy reform jolted the balance between institutional logics. Data was collected through semi-structured interviews, archival documents and observations.

We find the policy reform required the NGO to transform from a wholly care focus to accommodate a more balanced approach with a focus on care coupled with efficiency, outcome delivery and performance measurement. The NGO responded by revising its purpose, strategy and operational model and by seeking to address the imperatives of two dominant and often competing care and managerial logics. We find this was achieved through logic blending, in which PMSs played a pivotal role, with the formalisation and collaboration processes mobilising different elements of PMSs, mobilising some elements differently or not mobilising some elements at all.

This study highlights the central role of PMSs in managing tensions between and the complexity arising from coexisting institutional logics through logic blending, a form of enduring compromise. This study extends the accounting logics and performance management literature by developing the understanding of what constitutes logic blending and how it is distinct from other forms of compromise.

The purpose of this paper is twofold: firstly, to provide a measurement instrument for supply chain 4.0 ambidexterity by applying the theoretical perspective of ambidexterity to advance Industry 4.0; secondly, to empirically analyse how supply chain 4.0 ambidexterity and lean supply chain management contribute to enhancing the focal firm’s operational performance.

Empirical results are obtained through analysis of survey data from a sample of 209 Spanish focal firms in industrial sectors in an intermediate position in the supply chain. Structural equation modelling was performed to test the three proposed hypotheses.

Drawing on resource orchestration theory and the relational resource-based view, this study empirically demonstrates the full mediating role of lean supply chain management in the relationship between supply chain 4.0 ambidexterity and the focal firm’s operational performance.

Although recent research has highlighted the pertinence of applying inter-organisational ambidexterity to foster Industry 4.0 (Hofmann et al., 2019), to the best of the authors’ knowledge, this is one of the first studies to apply this theoretical framework to explain the transition to supply chain 4.0. In addition, to date, to the best of the authors’ knowledge, no study exists that has developed a measurement scale and used this concept in an empirical analysis to advance theory development.

By celebrating tourism destinations through cruise collections, luxury brands open to new influences. They may develop deeper connections with certain geographical areas, but may also challenge the quintessentially national dimension of luxury brand culture. The best example of synergies between a luxury fashion brand and tourism destinations are the Christian Dior cruise collections with Maria Grazia Chiuri at the helm. This chapter is to understand how cruise collections may enhance luxury fashion houses' brand culture through the connections they develop with tourism destinations. Further, the chapter assesses the extent to which destinations can benefit from the exposure provided by luxury fashion brands' cruise collections.

The pandemic had a huge negative impact globally on small and micro firms, particularly on cultural enterprises, making it imperative for them to create strategic solutions for sustainable business models and customer relationships. This chapter studies the digital interventions employed by the micro cultural enterprises in the Japanese Onsens (Hot baths) sector during the pandemic period in Japan. Using the theoretical lenses of service dominant logic and value creation, the study extracts four prominent value creation processes from the analysis of the employed secondary data. The study underlines the importance of collaboration between a firm's internal and external resources, their creative use of operant resources, and a robust customer orientation leading to creative digitalization. The results of the study show how cultural enterprises can rethink customer service in the cultural and creative sector. It also draws attention to the need for more robust policies and support systems that can encourage global cultural enterprises to develop sustainable business models.