This article presents a theoretical and empirical analysis of the recursive relationship between leadership practices and contexts to help explain the dynamics of change in a Swiss healthcare organization. Central to the paper's argument is the assumption that leadership is not only a contextually influenced, but also a context-producing practice. We develop this argument theoretically by building on the sociology of knowledge and practice theory. Empirically, we draw on three episodes of a longitudinal case study that shows the unfolding of leadership and traces the consequences of the leader's micro-actions for the context and overall change success. We discuss our insights and outline their implications for understanding and doing leadership in healthcare organizations.

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Pre-set options, referred to as default options, have been found to influence consumer choices in various settings. In this paper, we investigate the effect of default options on the chosen categories of board and lodging in travel packages. The results of two field experiments indicate that guests traveling as couples are more likely to book a superior room and additional meals if the high-grade option—instead of on the low-grade option—is set as the default. This effect is particularly strong for board choices. In contrast, solo travelers are not affected by high-grade defaults. Solo travelers show strong and stable preferences for high-grade board categories and low-grade room categories. These findings provide practical implications for how travel companies can benefit from default options to promote the sale of higher-graded—and thus higher-priced—travel packages.

Despite a growing body of research on the interface and relationship between transport and tourism, this research area remains undeveloped. Using Switzerland as a case study, the present study aims to investigate the level of integration between public transport and tourism companies, the enablers of their long-term cooperative relationship and outstanding performance, seen from the perspective of the public transport companies. A mixed methods approach is used to provide greater insights into how these companies cooperate with each other. Our findings suggest that public transport companies adopt different cooperative strategies with different types of partners. They are able to maintain long-term cooperative relationships due to strong cooperation in sales, a long tradition of cooperation, a high degree of involvement in national public organizations, and their central focus on the customer. Type of partner, sales, product design and pricing, and service provision have statistically significant effects on cooperative performance.