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PurposeInnovation is ever more critical for sustainable business performance in the contemporary, global economic and social context. Small- and medium-sized enterprises (SMEs) are arguably well positioned to innovate through their potential for rapid adjustment. Although leadership and organizational climate have been identified as playing a key role in innovation, little is known about whether such influences play out in SMEs. The aim of this study is to explore how leaders shape the organizational climate of their firms to enhance innovation.Design/methodology/approachThe article presents findings from semi-structured interviews conducted with 20 CEOs of SMEs in the Vietnamese tourism sector.FindingsThe findings indicate that SME leaders in the tourism sector influenced an organizational climate that provided for autonomy and supported innovation through a number of leadership approaches. They also used daily interaction-based practices to drive the innovative behaviors of employees and developed reward systems to encourage innovation in their organizations.Research limitations/implicationsThis study explored leaders' approaches toward developing an organizational climate to stimulate innovation in tourism SMEs. Where leaders share frequent communication and knowledge with their subordinates, they perceive a climate for innovation developments, which stimulates innovation in tourism SMEs.Practical implicationsThe study provides implications for managers to improve creativity and innovation in firms through the development of reward and incentive systems along with leadership and team development programs.Originality/valueThis study describes how different leader approaches affect innovation through orientating the organizational climate and business processes within their firms toward encouraging staff to initiate and try out new ideas.

Introduction / Kirsten Holmes, Karen A. Smith, Leonie Lockstone-Binney and Richard Shipway -- Section 1. Disciplinary Approaches to Volunteering -- Section 2. Volunteering in Tourism and Sport -- Section 3. Volunteering at Events -- Section 4. Managing Volunteers -- Section 5. Impacts and Legacies of Volunteering -- Section 6. Critical Issues in Volunteering -- Section 7. New Directions in Volunteering Research.

Introduction / Kirsten Holmes, Karen A. Smith, Leonie Lockstone-Binney and Richard Shipway -- Section 1. Disciplinary Approaches to Volunteering -- Section 2. Volunteering in Tourism and Sport -- Section 3. Volunteering at Events -- Section 4. Managing Volunteers -- Section 5. Impacts and Legacies of Volunteering -- Section 6. Critical Issues in Volunteering -- Section 7. New Directions in Volunteering Research.

Purpose: The purpose of this paper is to develop an integrative conceptual framework of the "talented hospitality entrepreneur". In doing so, the authors address the current lack of understanding of talent at the individual entrepreneurial level and the lack of integration between the talent and entrepreneurship literatures and specifically consider the hospitality context. Design/methodology/approach: This conceptual paper systematically synthesizes the extant literature and links key concepts within talent management, entrepreneurship, hospitality and human resource management to develop a model of the talented hospitality entrepreneur. Findings: Seven propositions emerge from the literature synthesis, and the integrative conceptual model is developed to define the individual antecedents of the talented hospitality entrepreneur and their outcomes for success. Originality/value: To date, understanding of the individual level of talent has been neglected in the management literature. The quandary is that the extant literature on talent has focused on the management of talent at an organizational level, while the entrepreneurship literature has concentrated on spatial macro-level effects. Further, the notion of talent in hospitality literature remains underexplored. Adopting an inclusive view of talent, the authors offer a new integrative framework explaining the constituencies of talent for hospitality entrepreneurs and an associated research agenda.

AbstractAs volunteering and its benefits gain global recognition, social policymakers can sustain and increase volunteering through social policy, legislation and other types of involvement. A key performance practice is to measure the rate of volunteering based on the percentage of the population that volunteer or the number of hours donated. The focus of this article, however, is on the capacity to volunteer by non‐volunteers as well as by volunteers. The concept and theory of volunteerability (an individual's ability to overcome related obstacles and volunteer, based on his or her willingness, capability and availability) offers a richer understanding of how people can be assisted to overcome barriers to maximize their volunteer potential and thus increase volunteering. The article details the definitions and benefits of volunteering and covers examples of related social policy, as well as explaining the concept of volunteerability and how it can be measured using existing and new scales. Based on a mixed methods study in Australia, the article offers specific measures to examine the concept of volunteerability and reveals important differences between volunteers and non‐volunteers. The article also details major barriers to volunteering and how social policies can be developed to overcome them.

Based on the four dimensions of volunteering (time, object, nature, and environment) and net-cost analysis theory, this article examines the conceptualization of volunteering among nonvolunteers and what could attract them to volunteer (attractors). Using flashcard images of volunteering activities among a nationally representative sample in Australia, we reveal nonvolunteers perceived the existing four dimensions of volunteering and, in addition, two new dimensions of volunteering emerged: ability (required skill level) and social (who one volunteers with). Of these dimensions, object, nature, and abilities were found to be the most attractive dimensions of volunteering to nonvolunteers. The study further partially supports the use of net-cost theory as a framework for linking nonvolunteer's perceptions of volunteering to their likelihood of volunteering, with the findings suggesting that low net-cost activities are more attractive to nonvolunteers.