This article investigates the influence of tourism on foreign direct investment. Firms' foreign direct investment (FDI) decisions require detailed information about the host country's competitors, regulatory environment, work ethic, and culture. Incorporating tourism improves on existing research into FDI, which does not include measures for this complex information. Empirical analysis using a TOBIT methodology shows a positive and significant relationship between tourism and subsequent new foreign direct investment in the USA. Surprisingly, the analysis does not support expected industry-specific effects, which suggests that tourism associates with increased investment in capital-intensive as well as service industries.
When facilitating large-scale instructional change, leaders face stakeholder tensions that arise from different institutional pressures. Over the past 4 years, we have created an innovative live case competition in a strategic management course as our college’s signature undergraduate experiential learning opportunity. This case has integrated the Association to Advance Collegiate Schools of Business’ (AACSB) business knowledge and skill areas with grounded learning elements and course learning objectives. Each semester, over 350 students apply strategy concepts to analyze challenges provided by a local company. Course section winners present to executive judges in the final competition. We contribute to the literature by describing the live case competition created from a six-step collaborative process that managed stakeholder tensions as institutional pressures changed. Using distributed leadership and information-sharing approaches, our collaboration model helped us address different needs, share resources, adapt to institutional pressures and create sustainable experiential learning opportunities. With shared decision making and constructive dialogue, we developed high-quality student learning experiences that respected faculty autonomy, addressed resource limitations, and institutionalized business partnerships. We describe our motivation, context, and key stakeholders’ (faculty, students, executives, and administrators) challenges and solutions. We hope our collaborative model helps others successfully implement large-scale instructional change.
Examines similarities and differences in account management, the use of formal account reviews, and the role of interpersonal relationships in domestic and international accounts. Significant findings include: formal account reviews are important for both domestic and international accounts, but are used more for domestic; professional interpersonal relationships are important for both, but social interpersonal relationships are more important for international accounts; international accounts require better coordination between multiple agency offices than domestic. Implications of these findings for agency management and account executives include: select managers for international accounts with different skill sets than for domestic; train international account managers to succeed in multiple environments, both managerially and socially; encourage and facilitate formal account reviews for international and domestic accounts; and provide support for social interaction for managers of international accounts.
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