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'Urban identity' is high on the policy agenda and pervades the discourse of the planning community on the value of historical city centres. Unfortunately, there seems to be, until today, no proposal in scholarly literature of any unified conceptual framework or any tools to make identity operational. 'Tourism' takes advantage of this process, by seeking the qualities of the place, its authenticity and its perceived uniqueness that is grounded on the physical features as well as on the presence of local communities -their way of living and investing in the place. The interdependence between identity as perceived by tourists (external observer) and the identity of the residents rooted in the relationship with the place (in-group) are key to addressing the identity of historic urban areas. These issues are addressed in the context of the growing attractiveness of Lisbon, Portugal, using a historic neighbourhood as a case study. The findings, which are on a set of interviews with different groups of users, showed the points of convergence and divergence between the different groups' views of the neighbourhood's identity. This actor-oriented approach is pivotal to understanding the process and to produce knowledge for informed action.

The use of agile methodologies like SCRUM is seen by companies in the software engineering field as a strategic necessity for their competitiveness, which makes them more reactive and dynamic in an increasingly demanding and competitive international market. One of the critical factors in the implementation of a SCRUM environment is the set-up of teams that are simultaneously homogeneous and composed of the best collaborators for each SCRUM role. In this sense, this study describes the modeling process and presents the implementation of a decision support system that can contribute to improving the process of assigning an agile team simultaneously considering the technical and social skills of employees. The results of the study allowed testing the application considering different competencies associated to each Agile position, the impact that the attribution process suffers from oscillations in the process of evaluation and self-evaluation, and the impact in terms of the performance of the inclusion of new collaborators and criteria comparison.

PurposeDestination management organizations perform a very important role regarding the management of tourism destinations. Destination management systems are a key technological infrastructure for these organizations. However, in the literature, it is not clear what are the factors that promote the implementation of these systems, neither what are the factors that contribute to their success. This study aims to propose and test two research models to overcome these research gaps.Design/methodology/approachThe first model refers to the determinants of the implementation of destination management systems, and the second model refers to the determinants of the success of those systems. The models are tested with data collected through a questionnaire survey from destination management organizations of five European countries, which are among the leaders in international tourism receipts.FindingsConcerning the factors that promote the implementation of destination management systems, this study reveals the importance of the diversity of partnerships that the private sector establishes in the destination, of advantages resulting from governance and of partners' involvement in the functions of destination management organizations. Concerning the factors that promote the success of these systems, this study highlights the importance of a phased implementation, the fact that a high number of functionalities in the system prevents success and the importance of having a revenue model that can support financial and operating costs.Originality/valueThe study provides important theoretical and practical contributions to the successful implementation of destination management systems by destination management organizations.