Implicit sequence learning is a fundamental mechanism that underlies the acquisition of motor, cognitive and social skills. The relationship between implicit learning and executive functions is still debated due to the overlapping fronto-striatal networks. According to the framework of competitive neurocognitive networks, disrupting specific frontal lobe functions, such as executive functions, increases performance on implicit learning tasks. The aim of our study was to explore the nature of such a relationship by investigating the effect of long-term regular alcohol intake on implicit sequence learning. Since alcohol dependency impairs executive functions, we expected intact or even better implicit learning in patient group compared to the healthy controls based on the competitive relationship between these neurocognitive networks. To our knowledge, this is the first study to examine the long-term effects of alcohol dependency both on implicit learning and on executive functions requiring different but partly overlapping neurocognitive networks. Here, we show weaker executive functions but intact implicit learning in the alcohol-dependent group compared to the controls. Moreover, we found negative correlation between these functions in both groups. Our results confirm the competitive relationship between the fronto-striatal networks underlying implicit sequence learning and executive functions and suggest that the functional integrity of this relationship is unaltered in the alcohol-dependent group despite the weaker frontal lobe functions.

Most recently, there has been a growing interest in understanding the correlation concerning knowledge management and competitiveness more so in the area of tourism. Hence, this paper looks to provide a synthesis on theoretical nexus of knowledge management and tourism business enterprise competitiveness by giving an integrated overview of four micro economic related theories that influence competitiveness and knowledge management. These theories were examined to exhibit the extent of their applicability to tourism businesses as a way to alleviate challenges posed by susceptibility, complexity, ambiguity, uncertainty, and volatility brought about by market liberalization and globalization. Moreover, theories are, considered a set of systematic hunches, which have multiple parts, which play a role in the overall idea of what exactly a theory is proposing. During the review of literature various theories assert to explain knowledge management and competitiveness individually, but on some occasions in relation either to organizational learning or organizational (quality) culture. Thus, the need to supply an integrated overview of the theoretical nexus between these concepts by exploring the theoretical frameworks and related facets. Of the micro-economic theories: the institutional theory, the knowledge-based theory, the resource-based theory, and the (dynamic) capabilities theory were used to guide and try to explain the relationship of aforementioned facets. The knowledge-based theory posits that an organization’s competitive gain stems from the distinctive knowledge assets along with its ability to effectively utilize and share these assets within the organization. The resource-based theory, conversely, emphasizes the role of physical and intangible resources in determining an organization’s competitiveness. The (dynamic) capabilities theory underscores the importance of an enterprise’s ability to continuously learn, adapt, as well as innovate to sustain a competitiveness. Finally, institutional theory highlights the role of external factors, such as business standards, industrial policies and procedures such as quality approaches, in shaping an organization’s competitiveness. Overall, with the comprehensive perception of the given theories the paper attempts to feature the correlation between knowledge management and competitiveness within the tourism industry. Highlighting ways in which these theories can be integrated to supply a more holistic understanding of this relationship especially in the study areas of tourism managerial micro-economics, tourism competitiveness and organizational knowledge management aimed at impending application in particular to enhance the sustainability tourism business enterprises.

Green human resources management (GHRM) has proven its efficiency in many industries and services, including the hospitality and hostel industries. Additionally, applying green human resources management practices reflects an organization’s environmental awareness and responsibilities. Given that the adoption of these practices cannot be accomplished without the appropriate support from decision makers, the aim of this paper is to analyze the relationships between green human resources management and the hotel industry, identify the possible barriers they may face and provide decision makers with the ability to choose the appropriate combination of GHRM practices based on an understanding the full picture presented in this study. This study depended on a systematic review technique to analyze the scientific production in this area. A total of 59 GHRM articles were extracted from Scopus and WoS and analyzed using three primary levels of analysis. This study revealed that: (i) Green human resources management practices can be summarized into four main categories (employees, marketing systems and corporate social responsibility, leadership and management, and organizational behavior and culture); (ii) the importance of green human resources management goes beyond environmental objectives; and (iii) there are significant barriers that should be taken into consideration when applying GHRM practices in the hotel industry.

The importance of culture and heritage is becoming more and more obvious, both in regionalists and regional development. Cultural factors are important because they directly affect economic performance and development, and therefore the competitiveness of the region. This study gives an overview of relevant literature, aiming to introduce the complex relations between culture, heritage, geography, tourism, economy and experience economy. Furthermore, it offers a clear definition of each specific term, and defines the newest forms and trends in cultural tourism and experience economy.

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