ABSTRACT
The rapid spatial diffusion of the COVID-19 epidemic outbreak has resulted in the total economic disruption of the Tourism Supply Chain (TSC) causing a significant reduction in revenue and creating liquidity issues for all operators. Firms in TSC are linked to each other in complex patterns, leading one risk to another. The purpose of this article is to understand the role of relationship management between hotel chains and their key TSC agents in order to overcome economic disruptions caused by epidemic outbreaks. Among the main contributions of this article are the identification of governments, tour operators, and competitors as the key relationships to be managed by hospitality firms. In addition, key areas for coordination with these actors are explored. Finally, the objectives of relationship management according to the partner are also addressed.
ABSTRACT
In the current digital era, the borders amongst firms are getting blurred when it comes to value creation. Therefore, the traditional configuration of the value chain is frequently replaced by other ones which include the collaborative participation of different agents. Within this context, global value chains, where the value activities are located in different countries, and industrial clusters, which combine competition and cooperation, are attracting a growing attention of both business leaders and scholars in the recent years. Through a bibliometric analysis, this paper disentangles the intellectual and conceptual structure of the research topic of industrial clusters and global value chains. Results show the multidisciplinary character of the topic, including papers published in different areas, such as business, regional studies and world development, as well as its close link with aspects like innovation, regional development, governance or organization. Finally, this study remarks the research lines that could attract more attention in the immediate future.
ABSTRACT
The study of work-life balance has undergone significant development in recent years as a result of changes in society and the growing importance of human resources (HR) for companies. Taking into account that human capital represents a critical success factor for businesses, the current context requires the development and implementation of HR management strategies aimed at attracting and retaining the most talented workers in order to obtain the expected results. The objective of this paper is to present an integrated model of work-life balance strategies, including the impacts of the different policies and practices on the retention of talented HR, which can be a basis for further academic developments on this subject, as well as a roadmap for managers. Hence, we will analyze a case study carried out in a multinational company-a leader in the technology and tourism sectors, and importantly dependent on valuable human capital, for which the HR strategy aims to improve the performance of the firm in the medium and long term through analysis, planning, and flexibility.
