169,843 research outputs found
Il ruolo della competenza culturale nell’event marketing del turismo
No full textEvents are an important segment of both business and leisure tourism, and represent a growing income for the hospitality industry, with a positive contribution the gross domestic product of the most important tourist destinations. Events are products designed and organized to foster social interaction between different individuals, and they are becoming more and more international, with participants coming form different cultural contexts. More than in other bussinesses, the quality of personal interaction and the effectiveness of communication affect the users' experience and, consequently, the profitability of the involved firms. In a business where social interaction is the basis of customer satisfaction and intangible content is the foundation for value creation, cultural competence - meant as the ability to manage cultural knowledge in an effective and valuable way– becomes a key factor of success. the ability to communicate and negotiate with people from different contexts is a key requirement for achieving competitive advantage.
Firms are becoming more and more aware of cultural issues: While in Italy the investment that hospitality firms make in relation to the cultural education of their employees and the cultural analysis of target markets is still low, Asian competitors, who gain positions in the tourism competitiveness rankings, are investing increasingly in these activities with positive results on the ability to attract European and US public and private events.
Although the marketing literature is rich of contributions highlighting the impact of culture on consumer behaviour and purchasing decisions, the role of cultural competence in the specific field of event marketing is less explored. This article represents an attempt to contribute to the existing gap in literature, focusing on the role that cultural expertise can have for the success of the events. As with products and perhaps even more, finding the right trade-off between standardization and adaptation is critical to service companies. On the one hand, hospitality firms need to defend brand uniqueness and enhance their identity as a crucial element of customer differentiation and loyalty. On the other hand, the need to diversify the customer portfolio and lengthen the tourist seasons urges to look for elements that can facilitate attracting potential customers from new markets, and consolidating the competitive position in core markets.
Starting for a review of the existing literature, this article explores the potential benefits firms can derive from a cultural analysis of the target market and the development of a cultural-sensitive campain. Hofstede’s model is used as a basis of cultural knowledge, and the empirical analysis gives some evidence of the way to develop a culturally competent approach to international tourism markets
The role of gamification on entrepreneurial orientation: the effects on innovativeness, proactivity, and risk-taking.
No full textPost-Bureaucratic Firms' Internationalization. A Cross-Cultural perpective
No full textWhen post-bureaucratic organizations internationalize, they follow: “Hybridism”, “Cyclicity”,
“Transversality”, and “Turbolence”. International post-bureaucratic firms need to learn how to manage
the increasing diversity and how to pursue hybridization, without scarifying their identity, and the values,
which have been crucial for firm’s competitiveness. This chapter explores the challenges connected to
the internationalization of post-bureaucratic organizations, and focuses on the key role of cultural competence.
When firms enter culturally distant markets, they face the opportunities and threats connected
with cultural distance, and managers’ cultural competence is a key factor for the building up of cultural
bridges, that is social mechanisms able to reduce the perception of the distance. Cultural bridges help
firms to learn from the environment, and to pursue the final aims of their international strategy
Palindrome Entrepreneurship: when Reverse Innovation meets social entrepreneurship
No full textNowadays, innovation is no longer a prerogative of developed countries: the rise of emerging is slowly shifting the locus of innovation from developed to the developing economies. This inversion of the flow is known as “Reverse Innovation” (RI): the term was coined in 2009 by Immelt, Govindarajan, and Trimble and it refers to an innovation that is adopted first in a poor country before being adopted in rich countries. Among the issues that scholars face when investigating this phenomenon, there is the possible overlapping with other concepts: therefore, we are going to investigate the connection within Reverse Innovation and social entrepreneurship. The aim of this research is to firstly highlights the boundaries of both the concepts and secondly, demonstrate how Reverse Innovation actually overlaps with social entrepreneurship, developing a taxonomy that highlights the contact points among these two phenomena: it is a conceptual paper, based on an explorative analysis through some case studies
La tradizione classica e l’Unità d’Italia, Atti del Seminario Napoli - Santa Maria Capua Vetere 2-4 ottobre 2013
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