World Heritage Sites (WHSs) play an important role in sustaining community identity and enhancing local economic development through tourism. Although the Li River was designated as a WHS in 2014, severe damage to its ecosystem and environmental problems have been reported in recent years. Thus, the purpose of this study is to estimate residents’ willingness to pay (WTP) for the preservation of the Li River using a contingent valuation method. Moreover, a two-stage approach using hypothetical and real setting scenarios was utilized to reduce a hypothetical bias and overvaluation. Logit models were used to estimate the preservation value and compare factors influencing WTP between the hypothetical and real scenarios. The results of this study support the usefulness of a two-stage approach to avoid hypothetical bias and estimate a realistic preservation value. In the real setting scenario, WTP was 144.66–163.90 Yuan (USD 20.83–23.60) per capita per year, and the aggregate value was 721–818 million Yuan (USD 104–118 million) depending on mean WTP and truncated WTP. The study findings provide useful implication to support government’s fund and sustainable efforts to preserve the Li River.

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With the development of information technologies and increasing interest in sustainability, many companies have adopted smart work as a sustainable human resource practice. Moreover, the outbreak of Covid-19 has further promoted smart work in the workplace. However, the benefits and disadvantages of smart work are still under debate. In this regard, this study attempted to delve into how to enhance smart work implementation by exploring employees’ subjectivity. Hana Tour, which is considered a good model of smart work in South Korea, was selected as a sample company. Q-methodology was employed to listen to employees’ subjective opinions about smart work that they experienced. This study identified five types of smart work perceptions, namely, “self-development and energy saving,” “quality of personal life,” “job satisfaction,” “work engagement,” and “work–life balance”. Based on these five types, the theoretical and practical implications are discussed in the last chapter. Interestingly, the results showed that employees were not well aware of smart work effectiveness as one of the environmental protection practices in sustainability management paradigms. Another notable result was that employees were not concerned about the potential penalties of their engagement in smart work. During the current COVID-19 pandemic, the study’s findings are beneficial to the improvement of smart work implementation as a sustainable HRM practice in business.

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