This article examines informal entrepreneurs’ capital usage and conversion in the Thai tourism sector. On the Bourdieusian assumption that people perpetually transform tangible and intangible forms of capital, this study seeks to answer how informal tourism entrepreneurs transform intangible capital into tangible capital, and vice versa, at different stages of their development process. A visual dataset of 78 filmed interviews and of 426 photographs of informal entrepreneurs in three tourist-island destinations in Thailand was compiled and analysed using thematic qualitative analysis. The results show the importance of diversification of capital mix at informal entrepreneurs’ different development stages. Whereas cultural and symbolic capital are more salient for freelancers and small-size entrepreneurs, economic and social capital are more important for mid-size and large informal entrepreneurs. Furthermore, this study introduces dream capital as a new form of capital. Developing countries are recommended to introduce a policy on profiling informal tourism entrepreneurs so that the appropriate level of regulation can be applied in order to maintain or increase their benefits to society.
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Balancing processes of external contingency and internal P-O fit is amongst the challenges facing innovative HE institutions today. This multi-level case study presents findings from a research & development program targeted to investigate and improve organisational-, leadership- and employees’ capacities to design, select and develop the human capital necessary to meet the strategic demands. The R&D project is framed as a collective organisational learning strategy with continuous alternation of research, design, pilots and implementation activities. Work in progress till 2020. At present 25 strategic personnel plans are developed for degree programs and other organizational units, each of which is tailored to the strategic horizon and market of that specific organisational entity. Furthermore, instrumentation to run a strategic personnel planning process for knowledge institutions is developed transferable to other institutions. Finally, input is provided for the development of strategic HRM for career development & mobility, professionalisation, team development and resourcing strategy. https://www.hec2019.nl/108493/wiki/449361/programme-abstracts
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