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Item type:Publication, Can post-vaccine ‘vaxication’ rejuvenate global tourism? Nexus between COVID-19 branded destination safety, travel shaming, incentives and the rise of vaxication travel(MDPI, 2021-12-01)Vaxication (i.e., post-vaccination travel) and branding destinations for COVID-19 safety have emerged as the cornerstones to fully rebound global tourism. Numerous destination brands are now stimulating tourism demand through realigned travel incentives specifically for fully vaccinated travelers. However, there is growing fear and incidents of travel shaming across destinations, especially due to the recent outbreaks of the highly contagious COVID-19 ‘delta and omicron’ variants. Addressing this critical research gap, the present study makes pioneering efforts to empirically examine the effects of COVID-19 branded destination safety (CBDS) on vaxication intentions, under the moderating influence of travel shaming and travel incentives. Drawing on study data from 560 fully-vaccinated residents from Hawaii, United States and structural equation modeling (SEM) with Mplus, the evidence suggests that the positive impact of CBDS on vaxication intention can be further strengthened by travel incentives, or weakened when travel shaming picks up more momentum. Besides the validation of newly developed scales, the study offers strategic insights based on dominant theories (e.g., theory of planned behavior and protection motivation theory) to interpret the changing tourism demand, and to transform the emerging challenges into opportunities through and beyond the pandemic. - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Shadow of your former self: exploring project leaders’ post-failure behaviors (resilience, self-esteem and self-efficacy) in high-tech startup projects(MDPI, 2021-11-02)Globally, demands for sustainable strategies in the ICT industry have attracted greater momentum as high-tech projects continue to fail in large numbers. Recent studies have underpinned project resilience as a major factor for overcoming these increasing project failures, delays, or ter-mination. However, the complex behaviors of resilient project leaders, especially in post-failure conditions, have been largely overlooked. To address this critical research gap, the present study identifies the direct relationships between three potential behavioral traits of project leaders (i.e., resilience, self-esteem, and self-efficacy) and examines how they move forward beyond project failures. The present study also explored whether self-esteem mediates project leaders’ resilience and self-efficacy. Drawing on data from 232 project leaders in Pakistan’s high-tech start-ups, the new findings suggest that there are significant positive effects of project leaders’ resilience and self-esteem on their self-efficacy, and that project leaders’ resilience and self-efficacy is significantly mediated by their self-esteem. As the project resilience theory gains traction, the present study findings have pinpointed major steps for meeting project challenges ahead of time, allowing leaders and teams to learn from failures, and also for improving organisations’ ability to implement successful and sustainable high-tech projects especially in emerging economies.