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The study aims to investigate how tourism actors' methodologies fuel the development of regenerative activities anchored in the reciprocity of nature and humans directed at bringing well-being for all living beings.

To shed light on micro-scale regenerative creation processes in tourism, the authors engage in co-creative case study research with the owners of a small value-driven tourism firm in Arctic Norway in their creation of activities that strengthen the human–nature relation.

The authors found that the values of the tourism firm's owners constitute the soul creating regenerative activities based on the reciprocity of soil and society. Thus, the authors posit that soil, soul and society are at the core of developing regenerative tourism activities. A key finding identified is that it is challenging for small eco-centric driven firms to co-create regenerative tourism activities within a capitalocentric system. For regenerative activities to become regenerative tourism practices, multiple actors across levels of operations must act as responsible gardeners.

The study extends current literature on regenerative tourism by providing in-depth insights into the methodology, illustrated through soil, soul and society, guiding one small tourism firm's development of regenerative tourism activities and what drives these processes. The study also contributes knowledge that broadens the use of well-being in tourism to better address current capitalocentric challenges limiting the development of regenerative practices.

Although the gazing qualities of the natural environment play an essential role in the communication of tourist experiences, the natural environment is an under-communicated and underused element in the staging of tourist activities. To illustrate the potential staging strategies for tourism firms as they relate to natural environments, this paper presents a discussion of two cases from northern Norway: a dog-sled race and a Northern Lights hunt. Interpretative data analysis of the respective cases’ staging strategies was undertaken to shed light on how each case opted to stage the natural environment. Viewed as separate from the exploration of the cases, the paper includes a discussion of the staging dimensions of exploration, play, and learning. Furthermore, the benefits linked to the use of these dimensions were brought to the fore as important to efforts at involving tourists in the offered activities and in facilitating cocreation.

This study focuses on the guide role, experience context, and the subsequent cocreation strategies regarding the tourist experience. The guide role and the guide–tourist interaction are explored by using a qualitative research design. To illustrate how guides perceive their role, the experience context, and the strategies adopted in order to cocreate experience value for tourists, two different experiences are discussed: a guided tour at a rock art site and a guided nature-based tour in a northern landscape. Interpretive data analysis reveals how the tourist context may encourage or restrain the guides’ uses of different cocreation strategies, in particular storytelling. In addition, the findings indicate that the guides have different perceptions regarding their role, which influence their view and use of the available cocreation resources.

This paper discusses algorithms for large displacement analysis of interconnected flexible and rigid multibody systems. Hydrostatic and hydrodynamic loads for systems being submerged in water are also considered. The systems may consist of cables and beams and may combine very flexible parts with rigid parts. Various ways of introducing structural joints are discussed. A special implementation of the Hilber‐Hughes‐Taylor time integration scheme for constrained non‐linear systems is outlined. The formulation is general and allows for displacements and rotational motion of unlimited size. Aspects concerning efficient solution of constrained dynamic problems are discussed. These capabilities have been implemented in a general purpose non‐linear finite element program. Applications involving static and dynamic analysis of a bi‐articulated tower and a floating tripod platform kept in place by three anchor lines are discussed.

This paper aims to identify factors that could be related to creative self-efficacy. Specifically, this article examines three different levels of factors as determinants to creative self-efficacy: leader-related, self-related and job-related. After careful consideration, this study selected one determinant to represent each of the three factors. Transformational leadership represented the leader-related factors, learning orientation represented the self-related factors and autonomy represented the job-related factors of creative self-efficacy. This article also aims to examine the effect of creative self-efficacy on what is called innovative activities.

Drawing from theory the study presents a conceptual model of the aforementioned relationships. The data collection is based on a survey with a sample of employees in hospitality organizations.

The findings reveal that the job-related factors (autonomy) were the most influential determinants to creative self-efficacy, followed by the self-related factors (learning orientation) and finally leader-related factors (transformational leadership). Furthermore, creative self-efficacy has a positive effect on innovative activities. Creative self-efficacy was found to have a mediating role between the three determinant variables and the effect variable.

This study is limited to a selection of three different factors as determinants to creative self-efficacy and only one effect variable. Future research should focus on other variables that may be related to creative self-efficacy. This article suggests three main areas related to creative self-efficacy that future research should specifically focus on.

This study stresses the importance for managers to understand that creative self-efficacy is an important motivational factor for behavioural outcomes such as innovative activities. Moreover, it stresses the need for managers to give employees the necessary freedom to act on the basis of self-determination in their job role. Simultaneously, it points to the importance of building a climate and culture that triggers an individual learning orientation, increasing the creative capital in hospitality organizations. In general, this study demonstrates that creative self-efficacy may be a key personal attribute in the workplace where innovation is essential and an important aspect of firm's competitive advantage.

Creative self-efficacy is a relatively new concept. This study contributes to the understanding of this phenomenon.

It is demonstrated how an analysis of airports’ cost structures and the calculation of long-run marginal costs (MCs) of serving passengers and airplanes can be used as a basis for setting airport charges according to the principles of welfare economics. Based on Norwegian data, the MC for an extra passenger (PAX) and extra air traffic movement (ATM) are used to set airport charges under the assumption that the charges should be equal for all airports in the country. When adjusting the estimates to meet revenue restrictions and comparing the estimates to current charges, we observe that PAX should be charged more and ATM less. This finding is in line with recommendations from the International Air Transport Association (IATA). When allowing charges to vary between airports, we demonstrate how a Ramsey pricing approach can be applied to set differentiated PAX and ATM charges, considering both the supply side (the competitive conditions between the airlines operating at the airports) and the demand side (the passengers’ price elasticity of demand).

By using the lens of effectuation and causation, this paper aims at exploring how the team is formed in high-tech academic spinoffs, by looking specifically at decisional heuristics in an academic context. Indeed, the team composition is a critical issue for the subsequent growth of the academic new venture: on the one hand, the scientific-centred knowledge of the academic entrepreneurs is one of the main elements that lay the foundation for the new venture; on the other hand, it has been widely recognized that the lack of market-related knowledge and experience often has detrimental effects on performance. Decisive is then to explore how team decisions pertaining to the team formation process are taken.

A qualitative methodology based on multiple case studies is adopted under an abductive approach.

Results shed light on how decisions pertaining to team formation are taken by academic entrepreneurs and with what effects on team composition, a fundamental element to foster the growth of academic new ventures. Specifically, this study derives some propositions about the adoption of effectuation and causation in the team formation process, their occurrence and sequence in the light of the scientific context in which academic new ventures spin out and the effects on the team composition.

This study contributes to the debate on academic entrepreneurs’ decisional heuristic and the use of effectuation or causation in the early stages of an academic new venture, by focusing on the team formation process. This study specifically considers three temporal micro-phases – the selection of founders before inception, the appointment of top management teams, and the integration of early employees after the inception – and whether the academic context influences the decisional heuristics. Managerial implications are also derived.

The purpose of this study was to explore and interpret how frontline leaders define, experience and rationalise their approaches to the successful implementation of clinical guidelines in mental health care.

Employing an interpretative phenomenological design, the authors conducted and analysed individual interviews of frontline leaders at 14 psychiatric clinics involved in a national study of implementing evidence-based clinical guidelines in mental health.

The authors found a broad spectrum of attitudes and attributes, as well as a wide repertoire of strategies for frontline implementation leadership. Three main approaches were revealed, comprising “Curious and welcoming”, “Integrity and setting standards” and “Caring and collegial”.

The study present what experienced frontline leaders emphasise to enable implementation of guidelines, not empirical pieces of evidences for what they in fact do or if these actions lead to implementation. The generalisability to other settings is unknown. Another sample profile, context or organisational level may have impacted the result. The concreteness of the frontline leaders’ considerations, approaches and actions gives important knowledge about frontline leaders leadership across traditional leadership theories.

Existing leadership theories describe different leadership styles, while this study reveals the need for a wide range of approaches to balance the many needs and demands. The complexity of leadership approaches this study found is in line with implementation theories; thus, the present study incorporates implementation science into the leadership literature.