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    Drivers and barriers for circular business model innovation
    (2022)
    Martin Geissdoerfer
    ;
    SANTA MARIA GONZALEZ, TOMAS  
    ;
    Julian Kirchherr
    ;
    Carla Pelzeter
    Scopus© Citations 107  4
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      7Scopus© Citations 15
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      34Scopus© Citations 28
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    New Strategies to Explain Organizational Resilience on the Firms: A Cross-Countries Configurations Approach
    (2022)
    Jorge Heredia
    ;
    Cathy Rubiños
    ;
    William Vega
    ;
    Walter Heredia
    ;
    Alejandro Flores
    Organizations need to develop their resilience to foster future success to survive complex environments. This research conducts a comparative analysis to understand firms’ strategies in a “black swan” event. We use the “strategy tripod” to operationalize resilience theory and explain the configurations or pathways that lead to high organizational resilience in a crisis context. The data correspond to 1936 firms drawn from the “Enterprise Survey 2020 for Innovation and Entrepreneurship in China (ESIEC)”, and to 66 Central American firms drawn from the “World Bank 2020 Enterprise Surveys” are also analyzed. The methodological approach fuzzy set qualitative comparative analysis (fsQCA) is applied. We discuss and analyze the strategies of companies in this “new normal”; our results establish that in the case of emerging economies, organizational innovation seems to be a necessary condition for becoming an organizational resilience to a black swan crisis (finding from both cases). We also found that labor flexibility and emotional intelligence for the case of firms from China, and adequate control of the turbulence environment for the cases of Central America, were also necessary conditions for each region. We further argue that digitalization depends on access to government support for its success. China reinforces its strategies in an intensification of human resources flexibility. In addition, they are better prepared for the “black swan” crisis, allowing them to adapt quickly and generate business model innovation to mitigate the effects of the pandemic in this “new normal.” In contrast, Central America needs rapid organization for organizational resilience.
    Scopus© Citations 43  1
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    A Sustainable Management Model for Cultural Creative Tourism Ecosystems
    (2020)
    Blanca García Henche
    ;
    SALVAJ CARRERA, ERICA HELENA  
    ;
    Pedro Cuesta-valiño
    <jats:p>This article proposes a novel management model for cultural, creative, and historic tourism cities. The creation of the model is based on previous literature and in the study of Barrio de las Letras, in Madrid, to identify the key components to successfully develop creative tourism ecosystems. The model integrates the literature on city center management and, unlike previous studies, incorporates missing elements, such as the role of small businesses associations and collaboration networks among diverse stakeholders to develop a cultural–historic tourism ecosystem. This model represents a proposal that supports the coexistence of the private and public sector and sustainable governance models that integrate the inhabitants of city centers with the economic activity generated by urban tourism. The model was developed by an analysis of secondary sources, interviews with key informants, and questionnaires of entrepreneurs located in a recently invigorated cultural and historic neighborhood. The contribution of knowledge offered by this paper is the proposition of a management model that can aid town centers to create competitive cultural/creative/historic tourism ecosystems while still preserving the sustainability of their social/commercial fabric. Therefore, the collaboration of cultural organizations, hospitality industry and retail can promote cultural, creative, and sustainable management model of historic urban centers.</jats:p>
    Scopus© Citations 36  5