Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/91829
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dc.contributorSchool of Hotel and Tourism Managementen_US
dc.creatorZhang, Hen_US
dc.creatorKing, Ben_US
dc.date.accessioned2021-12-23T01:59:49Z-
dc.date.available2021-12-23T01:59:49Z-
dc.identifier.issn1938-8160en_US
dc.identifier.urihttp://hdl.handle.net/10397/91829-
dc.language.isoenen_US
dc.publisherRoutledge, Taylor & Francis Groupen_US
dc.rights© 2021 Informa UK Limited, trading as Taylor & Francis Groupen_US
dc.rightsThis is an Accepted Manuscript of an article published by Taylor & Francis in Journal of China Tourism Research on 24 Nov 2021 (Published online), available online: http://www.tandfonline.com/10.1080/19388160.2021.2004964.en_US
dc.subjectLeadershipen_US
dc.subjectTour operatoren_US
dc.subjectEntrepreneuren_US
dc.subjectTravel industryen_US
dc.subjectChinese outbound tourismen_US
dc.titleTravel industry leadership in Italy and China - a biographical comparisonen_US
dc.typeJournal/Magazine Articleen_US
dc.identifier.spage1355en_US
dc.identifier.epage1373en_US
dc.identifier.volume18en_US
dc.identifier.issue6en_US
dc.identifier.doi10.1080/19388160.2021.2004964en_US
dcterms.abstractEntrepreneurial leadership has been important in developing the global travel industry with implications for both organizations and people. This comparative biographical analysis of two travel industry leaders and their respective contexts in Italy and China documents and evaluates these dimensions and applicable leadership constructs. The subjects are an Italian tour operator leader, Ermanno Chizzali (Founder of Ignas Tour SpA), and a Chinese tour operator leader, Ms. Xiaojuan Yin (Founder of Chengdu Harmony International Travel). Information was collected, analyzed, and compared about the two leaders, their organizations and leadership styles. Reference was made to their backgrounds, characteristics, values, and strategies. It was observed that entrepreneurial and innovative leadership offers evident advantages in the creation and development of Small and Medium-Sized Tourism Enterprises (SMTEs). The authors conclude that SMTE leaders should engage in continuous learning and training to a) adapt their leadership skills and practices and b) capitalize on scholarly insights and perspectives. This will involve addressing geopolitical and socio-cultural tensions by leveraging corporate legacies involving cross-border stakeholders to enhance competitiveness, collaboration, and agility.en_US
dcterms.accessRightsopen accessen_US
dcterms.alternative旅游业领导力 — 中国和意大利企业家传记比较en_US
dcterms.bibliographicCitationJournal of China tourism research (中國旅游硏究), 2022, v. 18, no. 6, p. 1355-1373en_US
dcterms.isPartOfJournal of China tourism research (中國旅游硏究)en_US
dcterms.issued2022-
dc.identifier.isiWOS:000722436800001-
dc.identifier.scopus2-s2.0-85120788425-
dc.identifier.eissn1938-8179en_US
dc.description.validate202112 bcvcen_US
dc.description.oaAccepted Manuscripten_US
dc.identifier.FolderNumbera1127-n01-
dc.identifier.SubFormID43968-
dc.description.fundingSourceSelf-fundeden_US
dc.description.pubStatusPublisheden_US
dc.description.oaCategoryGreen (AAM)en_US
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