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The purpose of this paper is to highlight the dangers of Orientalist framing. Orientalism (Said, 1979/2003) shows how “the West” actually creates “the Orient” as an inferior opposite to affirm itself, for instance by using imaginative geographical frames such as “East” and “West” (Said, 1993).

Qualitative interviews were conducted with the members of a German-Tunisian project team in research engineering. The interview purpose was to let individuals reflect upon their experiences of difference and to find out whether these experiences are preframed by imaginative geographical categories.

Tunisian researchers were subjected to the dominant imaginative geographical frame “the Arab world.” This frame involves ascribed religiousness, gender stereotyping and ascriptions of backwardness.

Research needs to investigate Orientalist thought and imaginative geographies in specific organizational and interpersonal interactions lest they overshadow managerial theory and practice.

Practitioners need to challenge dominant frames and Orientalist thought in their own practice and organizational surroundings to devise a truly inclusive managerial practice, for instance, regarding Muslim minorities.

In times of Islamophobia and anti-Muslim sentiment in “the West,” this paper highlights the frames from which such sentiments might originate, and the need to reflect upon them.

The theoretical value lies in introducing a critical framing approach and the concept of imaginative geographies to perceived differences at work. For practice, it highlights how certain individuals are constructed as “Muslim others” and subjected to ascriptions of negative difference. By this mechanism, their inclusion is obstructed.

We examine dominant identity requirements of cross-cultural management (CCM) in complex organizational settings. In particular, we highlight how the norm of “being mobile” as an expression of “being committed” advantages male and single individuals, the holders of a “favourable” passport, and those expressing “individualist” cultural orientations. Out of this follows the need for a power-sensitive CCM.

Trust is an increasingly important requirement for any business and as a result has become a contemporary design criterion for business processes. However, the literature to date is very much focused on the technical (security) aspects, which are provider centric, as opposed to trust that is customer centric. In this paper, the authors extended an initial meta-model of trust-aware process design by proposing a way to capture trust-intensity for four trust dimensions, i.e. input, people, process and output and an organizational trust position. The authors also investigate the deployment of the extended meta-model in practice.

An extensive literature study is conducted to derive an understanding of the dimension's customer trust when interacting with an organization. Based on the findings of the literature review and a previously developed trust meta-model, the authors propose a way to describe an organizational trust position, i.e. the depiction of how much uncertainty is prevalent in the trust dimensions. Next, the authors conducted an exploratory case study using secondary data to validate the extended meta-model.

The case study demonstrated the applicability of the extended trust meta-model and derived actionable practices. In this case, the Indonesian food delivery company GoFood, the authors identified trust concerns in the input, process, resources and output of their business at the start of their operations. Since then, GoFood took specific actions to reduce their operational, behavioral and perceived uncertainty and these identified trust concerns. To a lesser degree, GoFood has managed vulnerability issues and invested in measures to increase customers' confidence. As a result of reduced uncertainties, GoFood's business has grown and became the number one in food service delivery in Indonesia.

The approach to capture trust (in the trust dimensions) is still a simplified version and a pre-step for a fully developed management tool or method. The use of a secondary data from a single case study also limits the validity and generalizability of the findings.

The extended meta-model proposed in this paper has several implications related to the organization's BPM capabilities. The result also demonstrates how trust measures related to reducing uncertainty, reducing vulnerability and increasing confidence can be applied in practice. Strategies used by the case company presented here such as rating systems to increase confidence can be used by other firms within a similar context.

Having an empirically validated framework for the management of trust, allows organizations to execute an operational model for the development of trusted engagement with the main benefactor being the customer.

Previous trust-related studies focused on conceptual ideas only, relied on fictive examples or were very much focused on the technical (security) aspects of business processes. This study is the first empirical validation of a trust meta-model that serves managers to understand their trust position and to guide trust-building actions.

This paper's purpose is to give an overview of current research regarding the concept of “health tourism” with a focus on Switzerland, and to determine whether a consensus on this concept and its embedding in existing/future markets can be found.

The paper is an explorative study combining literature review, questionnaires and qualitative interviews. Grounded theory was employed.

A service from the field of health care must have been provided prior to health tourism, allowing it to be classified under the health care system. Thus, health tourism is classified under the market for the sick and not under tourism which targets the healthy. Furthermore a new market for the healthy is emerging, which needs to be defined. As an example health(i)ness could help to clarify the terminology, to be seen as a gatekeeper of health and as a cultural paradigm change from cure to prevention.

Further research is needed, regarding the positioning and development of health tourism and its synergies, as the cost pressures in health care increase and will continue to have a sustainable impact on health tourism.

The paper provides better knowledge of the term health tourism, its general classification, and particular reference to Switzerland, and information about upcoming changes in health care.

The findings add to the knowledge of how health tourism is embedded into health care and tourism, and show potential within the market for the healthy. It provides information to members of the tourism and health care market.

This paper aims to introduce strategic management tools for companies with hybrid business models, for example, those with citizen participation. These models are often used of citizen renewable energy companies that have become a main pillar of the energy sector in Germany in recent years. The strategic management tools proposed here could help to achieve most of their objectives.

In the first step, a definition of hybrid businesses is derived by literature review, and the importance of strategic management in companies with citizen participation is discussed. In the next step, a new construct of a balanced scorecard (BSC) model is applied to citizen renewable energy companies by using survey data and previous studies.

Companies with citizen participation differ from profit-seeking companies and nonprofit organizations, and they are described by new hybrid business models. This study shows with a modification of the BSC that social or environmental aims are as important as financial ones to companies with citizen participation, which follow a double bottom line approach.

Hybrid businesses are important for the German energy sector, and strategic management tools are needed for their continued success and competitiveness. This paper can be a starting point for the management who want to implement these tools.

The paper addresses a gap in the strategic management literature on companies with citizen participation. The tools developed here can be modified for other hybrid businesses.

The paper examines the sudden changes and challenges experienced by British craft breweries because of COVID-19. The purpose is twofold; firstly, to evaluate the overall growth trajectory of the craft brewing sector prior to the pandemic crisis and, secondly, to identify features of resilience and adaptability that aided business survival.

The authors conducted 24 interviews with a sample of craft brewers during 2020, supplemented with a focus group later in 2021, to understand the impacts of COVID-19 on their businesses. Inductive thematic analysis followed a flexible six-stage approach to generating codes. Qualitative findings were set in the context of the pre-COVID-19 industry trends which were analysed using panel data from the Society of Independent Brewers' (SIBA) Annual Surveys between 2015 and 2018.

Findings from the analysis reveal a range of factors influencing growth in the UK craft beer sector before the pandemic crisis, such as levels of investment and local network ties, and identify a range of strategies implemented by brewers in response to the crisis, including new packaging and supply channels, more intensive marketing and greater online engagement with customers. Analysis of the intersection between aspects of individual and organisational resilience also revealed that dynamic responses to an external crisis depend on individual resilience characteristics before organisational strategies can be developed.

The study provides fresh empirical evidence to practitioners and policymakers to help forecast and future-proof the UK craft beer sector, as well as elucidating aspects of resilience that apply to SMEs in the global industry who face similar challenges. Moving towards a post-COVID-19 economy, the paper offers important theoretical insights into how the resilience of breweries, and other SMEs, is shaped by complex interdependencies and networks and how their adaptive responses might strengthen future business models.

This study aims to advance understanding about quality management (QM) practices by clarifying how competitive strategy conditions the impacts of exploitative and explorative QM practices on performance.

The authors apply partial least squares structural equation modeling to data from a sample of German pharmaceutical firms.

The results show that the impact of exploitative and explorative QM practices on firm performance is contingent on the competitive strategy pursued. Explorative QM practices are significantly more relevant for firms following a differentiation strategy, whereas exploitative QM practices are significantly more relevant for cost leaders. Furthermore, for strategically ambidextrous firms that follow simultaneously a cost and a differentiation focus, the interplay of the two QM practices matters.

This paper contributes to understanding which kind of management practices, exploitative and/or explorative, have greater performance impacts under certain competitive strategy conditions.