Purpose
The exploration of performance determinants in social enterprises has gained increasing relevance among researchers and practitioners, particularly in rural tourism. The purpose of this paper is to analyze the contributions of transformational leadership and social entrepreneurship to the performance of social enterprises in the context of rural tourism. Further, the mediating roles of social capital, creativity and social value were investigated.
Design/methodology/approach
Data were gathered through a survey of 168 employees of social enterprises operating in the rural tourism setting. Eight surveyors were sent out to conduct the survey. Data were analyzed by structural equation modeling (SEM) using AMOS 18.0.
Findings
The results of the SEM suggested that transformational leadership is positively associated with social value, social capital and performance of social enterprise. In addition, social entrepreneurship had a significant influence on social value, social capital and performance of social enterprise. Creativity and social value predicts the performance of social enterprise. Further, social capital was found to have a positive relationship with creativity. Finally, the mediating roles of social capital, creativity and social value were also confirmed. The findings thus highlight the power of the social value creation and social capital in the social enterprises operating in the rural destinations.
Social implications
The findings assert that social entrepreneurship and transformational leadership are key sources of social value creation, social capital and creativity in rural tourism context indicating the need for additional efforts on this kind of entrepreneurial activity. The findings can motivate policymakers to promote social entrepreneurship in rural tourism destinations as a means of stimulating bottom-up social capital and social value creation.
Originality/value
This study is among the first to examine the hypothesized relationships focusing on tourism social enterprises.
This study investigates the notion of talent in the tourism and hospitality (TH) industry, proposing a comprehensive talent management (TM) model that is specific to this industry. This study primarily explores the notion of talent, TM, and the importance of these in the industry. A mixed method approach (qualitative and quantitative) was used to fulfill the research objectives. Qualitative content analysis was used to address interview responses from a panel of experts and a survey method was applied to collect data from a wider industry population through questionnaires. The data collected were analyzed in SPSS and LISREL.Based on the findings, a model is proposed for talent definition in the Iranian TH industry.
In the recent years, issues like high competitive pressure, globalization, business difficulties, resources limits, technological complications and activities specialization, fast changes in environment, etc. have caused organizations to reconsider their management methods. As a result, they are looking forward to branding new strategies in order to achieve competitive advantages. Focusing on main competences and outsourcing most of the activities are some of these strategies. Assessment management and selecting the appropriate contractor who holds adequate efficiency is of critical importance for having a project accomplished in time and with foreseen resources. Various qualitative and quantitative factors of different importance are involved in contractors' assessment and should be taken into account before decision making. In this paper, once the factors are identified using fuzzy screening method, they are prioritized according to their importance by means of fuzzy hierarchical analysis.
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