Discussion of Purchasing Virtual Digital Nature and Tourism

Oe, Hiroko; Yamaoka, Yasuyuki

doi:10.5772/intechopen.105869

Cited by 2 publications

(2 citation statements)

References 29 publications

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“…We followed the procedure of a recent study by (Oe and Yamaoka, 2023), which examined the direct effects using SEM; the direct effects of ICT management and top leadership on performance were analysed by mediating the idea of value co-creation. Figure 3 shows the SEM model of this study.…”

Section: Hypotheses Testingmentioning

confidence: 99%

Organisational performance in the post-COVID era led by top leadership: Focus on the mediating effects of value co-creation mindset

Oe,

Yamaoka

2023

HEM

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In the midst of the transformations brought about by COVID-19 in contemporary society, new approaches and leadership styles are essential to ensure organizational success and sustainability. This paper aims to explore the significance of a mindset focused on co-creating value as a support for post-COVID-19 organizational performance and quantitatively validate its impact. Under the influence of COVID-19, it has become evident that conventional approaches alone are insufficient to guarantee the quality of organizational management. In a context where traditional management models no longer suffice, organizations must possess the capacity for adaptation and transformation. To achieve this, the fostering of a shared value co-creation mindset within the organization is crucial. The paper investigates the mediating effect of a value co-creation mindset on the relationship between top leadership and business performance within the framework of total quality management (TQM). By employing quantitative methods and analyzing 300 datasets collected from an online survey, this study examines the direct and indirect effects of top management leadership on performance, highlighting the mediating role played by the value co-creation mindset. The findings reveal a noteworthy insight into the dynamics of leadership and organizational culture in the post-COVID-19 era. While the direct impact of top management leadership on performance appears to be insignificant, the indirect influence mediated by the adoption of a value co-creation mindset is highly relevant. This suggests that the significance of top management leadership lies in its ability to foster an internal culture that facilitates trust-building between top management and employees and encourages value co-creation. In the context of the co-existence with COVID-19 in the foreseeable future, the implications of these findings are profound. It is evident that organizational sustainability and success hinge not solely on leadership with a clear message but also on the cultivation of shared values as an integral part of the organizational culture. As organizations navigate the challenges and opportunities presented by the post-COVID-19 landscape, the role of leadership and the cultivation of a value co-creation mindset emerge as pivotal factors in charting a course towards enduring success and resilience.

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Section: Hypotheses Testingmentioning

confidence: 99%

Organisational performance in the post-COVID era led by top leadership: Focus on the mediating effects of value co-creation mindset

Oe,

Yamaoka

2023

HEM

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“…In this sense, agrotourism emerges as the driving force behind territorial development in several countries to diversify their economy and generate higher income in those localities dedicated to economic activities related to the agriculture and livestock (Chat, P., & Argelia, C., 2018;Rodríguez Alonso, 2019;Oe, H. y Yamaoka, Y., 2021;Pérez Anzardo, L. E., & Cardet Fernández, E., 2022) therefore, a correct management is required, based on the study and analysis of the factors that affect the agricultural sector.…”

Section: Introductionmentioning

confidence: 99%

Theoretical Approach to Territorial Development and Socioeconomic Vulnerability in the Agricultural Sector to Suport Agroturism

Anzardo

Martínez

Ramírez

et al. 2023

siasat

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The agricultural and productive impulse in general is an inseparable part of territorial development and therefore of human progress. By the way, the Guidelines and the Economic and Social Policy of the Party and the Revolution, approved in the VIII Congress of the Communist Party of Cuba, are strategies proposed to guide the socioeconomic management of the country. The following article shows a reflection on the fundamental concepts and trends related to territorial development and socioeconomic vulnerability in the agricultural sector in a way that facilitates its correct operation of agroturism and guarantees sustainable development. Theoretical methods were used such as analysis and synthesis, historical-logical, structural systemic; and empirical ones such as scientific observation, interviews, study of normative documents, among others. As a result, the foundations were laid for the theoretical-practical deepening of the research and a group of conditions are exposed that allow the identification of socioeconomic vulnerability in the agricultural sector as a decisive factor for sustainable territorial development for planning agroturism. From the reflection carried out in this study and from both the theoretical and practical contribution, the need to identify socioeconomic vulnerability in the agricultural sector is demonstrated in order to achieve sustainability of agricultural businesses, as well as economic and social regeneration of the territory in question. harmony with the environment; anywhere in the world.

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Discussion of Purchasing Virtual Digital Nature and Tourism

Cited by 2 publications

References 29 publications

Organisational performance in the post-COVID era led by top leadership: Focus on the mediating effects of value co-creation mindset

Organisational performance in the post-COVID era led by top leadership: Focus on the mediating effects of value co-creation mindset

Theoretical Approach to Territorial Development and Socioeconomic Vulnerability in the Agricultural Sector to Suport Agroturism

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