Influencing Factors of Azerbaijan and China’s Sustainable Tourism Development Strategy under the One Belt One Road Initiative

After the Belt and Road Initiative (BRI) was put forward, the tourism industry between Azerbaijan and China developed rapidly, and gradually became an important area of cooperation between the two countries to promote economic cooperation, non-governmental exchange, and cultural exchange. However, there is currently a lack of research on the development strategy of tourism cooperation between the two countries under the BRI. This paper aims to explore the development strategy of sustainable tourism cooperation between Azerbaijan and China under BRI through a hybrid model of SWOT (Strengths, Weaknesses, Opportunities, and Threats) and AHP (Analytic Hierarchy Process). The factor elements of the SWOT matrix introduce ambiguity due to the complex layering of elemental importance. Therefore, the AHP method was used to systematically evaluate the importance of strategic factors and reduce the subjective bias caused by the SWOT analysis method. By constructing the Delphi-AHP-SWOT strategic quadrilateral and calculating the azimuth of the strategy type, the type and intensity map of the tourism cooperation development strategy between Azerbaijan and China under the BRI is drawn. Finally, it is concluded that the development strategy of tourism cooperation between Azerbaijan and China is a pioneering development strategy. Suggestions are given for future development. This paper provides a valuable experience for the sustainable development of tourism cooperation among countries under the BRI.

Exhaustion, Adversity, and Repression: Emotional Attrition in High-Risk Activism

The article proposes the notion of emotional attrition to capture the process through which activists working in high-risk environments may develop a lasting state of emotional exhaustion caused by protracted exposure to adversarial conditions. Combining insights from clinical psychology and the sociology of emotions, it outlines a novel framework to understand the relationship between activism, emotions, and disengagement. We argue that activists can develop an emotional state characterized by dispiriting emotions and disengaging attitudes that affect their well-being and ability to sustain their activism. This argument is grounded on an in-depth analysis of more than 130 interviews with local human rights activists in Colombia, Kenya, and Indonesia. By examining their experiences and pressures in relation to the arena of repression, their immediate social circle, and the broader sociopolitical and cultural context, we shed light on the complex intersections between activists’ emotional challenges and the range of contextual and strategic factors shaping their work and lives.

Assessing the Effectiveness for Achieving Policy Objectives of Land Consolidation in China: Evidence from Project Practices in Jiangsu Province from 2001 to 2017

Land consolidation (LC) is an important measure taken to increase the quantity and productivity of farmland while reducing land fragmentation and ensuring food security. However, long-term land consolidation project (LCP) practices are rarely analyzed to assess the effectiveness for achieving current policy objectives of LC in China. Taking the practices of LCPs in Jiangsu Province from 2001 to 2017 as a case study, we used the spatial self-related analysis, the consistency analysis, and the redundant analysis (RDA), and found that the construction scale and the investment amount of LC in Jiangsu Province displayed varying trends, and that the newly increased farmland rate is clearly divided into three stages and gradually decreases. The newly increased farmland area, the investment funds, and reserved land resources for farmlands are not spatially synchronized in Jiangsu Province. Only the positive relationship between the LC rate and the Normalized Difference Vegetation Index (NDVI) growth rate continue to rise. The earlier stage of land consolidation projects (LCPs)’s practices is mainly affected by natural and social factors, and the late stage is mainly affected by economic and strategic factors. Finally, a new implementation scheme framework of LC planning has been proposed. This framework provides reference for top-level design, planning, and management of LC policies at the national level in China and other developing countries. Check meaning retained.

Tracing Strategic Preferences in Cyberspace: The Role of Regional and Domestic Strategic Culture

Our understanding of strategic preferences in cyberspace rests on the material and strategic factors that shape state behavior. This, however, is derived from the actions of established cyber powers. Given the material resources required to effectively operate in this environment and repeated interactions that form the boundaries of accepted behavior, the literature does not adequately explain the emergence of strategic preferences among novice actors. The article posits that these are not exclusively the function of either the material or strategic factors. Instead, strategic culture features prominently in the selection of strategic preferences that shape state behavior in cyberspace.

Organisational Manoeuvres to Manage Human Resource Development Strategically: A Review of Strategic HRD Factors

In managing the rapidly changing environment context, human resources and talents are probably the only organisational resource that managers can resort to, in their pursuit of sustainably steering the organisation through the turbulent course, including the one of the COVID-19 pandemic now. Managers should push forward organisational manoeuvres to manage their human resource development (HRD) function by embodying strategic factors in a commensurate manner. It requires them to strategize the way they train and develop their human resources and talents; that is, the process of strategic HRD. Therefore, this paper reviewed the past literature to identify the strategic HRD factors, which are the organisational manoeuvres essential to manage HRD strategically. Based on the critical deliberations on the previous literature, it infers that there are seven key strategic factors that strategize HRD in an organisation. It helps build an agile, resilient organisation that can sustain in both normal and crisis times.

The Clinical Characteristics, Perioperative Management, and Treatment Outcomes of Spinal Tuberculosis Associated With Diabetes Mellitus

Background. To report a preliminary experience of surgical treatment for patients with spinal tuberculosis (STB) associated with diabetes mellitus (DM) and discuss the strategic factors that should be considered.Methods. A retrospective study of DMSTB patients who underwent surgical treatment between January 2012 and April 2018 in our center was carried out. For each patient: demographic information, perioperative management, laboratory examination, radiographic assessments, and clinical outcomes were reviewed.Results. A total of 17 patients were included (11 males and 6 females), with a mean age of 57.53±9.25 years and a follow-up of 28±3.00 mos. Hypertension, Osteoporosis, and Hypoproteinemia were the most common complication. All patients passed the perioperative period smoothly, the 3 months follow-up showed the CRP and ESR have a significant decline, and the final follow-up shows both CRP and ESR back to normal, and there were a significant improvement of serum albumin levels. The Bone fusion time is 9.88±2.65 mos.Conclusions. Perioperative management of DMSTB patients is a complicated issue with numerous factors to be considered. Spinal surgery can achieve satisfactory outcomes in these patients if the glycemic level remains well controlled, nutritional supplementation is adequate, and antituberculosis treatment is sufficient.

Business Strategy of Indah Kiat Pulp and Paper Perawang Mill, Riau, Indonesia using PESTLE, Porter’s Five Forces, and SWOT Analysis under SOSTAC® Framework

According to the company annual report (INKP Annual Report, 2019), PT. Indah Kiat Pulp and Paper (INKP) experienced a decrease in net sales of 3.4% and net profit of 53.4% from the previous year. The decline was followed by the Covid-19 pandemic which could affect the company's sales and profits. The study was conducted using a descriptive approach in order to capture the phenomena that occur through analysis of current conditions both internal and external using PESTLE, Porter, and SWOT analysis. Afterwards, it formulates the company objective, strategy, tactics, action, and evaluation or control using the SOSTAC® framework based on the analysis result. Data are obtained from interviews, observations, documentation, and publication reports. The results of the research describe that the predominant internal strategy factors on the Strengths of INKP are the product quality and production process efficiency, and the Weaknesses are product distribution and its distribution channels. Meanwhile, the predominant external strategic factors on Opportunities are other needs in pulp derivative product, availability of raw materials and fiscal policy, and as for Threats are a decrease in fine paper demand and technology adaptation. Using the Cartesian SWOT diagram, it is found that the results of EFAS and IFAS are in the ST main strategy quadrant, which is Diversification. Based on the results of the analysis, it can be formulated that the objectives of the INKP strategy are to make diversification product such as rayon fiber with masks as the final product from pulp as the raw materials in 1 year and shifting production from 56% paper and 43% pulp to 45% paper, 34% pulp, and 20% rayon fiber in 3 years to maintain sales volume and gain increased profit. The corporate level strategy is a diversification product while the business level strategy is a differentiation product in accordance with Porter's Generic Matrix. This investment has a positive value of both CAPM and NPV while CAPM has 0.0708 value. As for the IRR, the rate of return is 39.87%. Planned tactics and actions using project management with Gantt Chart within a project period of 1 year in the main activities of building production lines and marketing. Control and evaluation are carried out through the implementation of targets or KPI in accordance with work functions. EBIT and EBITDA is used at the final level of overall production and marketing.

Strategic Diagnostics of the Industry as a Strategizing Object

The changes associated with the strengthening of existing trends, the translation of global trends to regional and national levels, the emergence of new trends and their scaling up to the world level, leads to a transformation of conditions and the emergence of new strategic factors of economic development. This non-stationary process, which declares both negative and positive aspects, complicates the monitoring, search and selection of long-term guidelines for the industrial development of the economy, which justifies the relevance of the development of the methodological apparatus for strategizing industries.The industrial strategy developed in accordance with the general theory of strategy and the methodology of strategizing, the founder of which is Foreign Member of the Russian Academy of Sciences Vladimir L. Kvint, is designed to systematize and take into account the variability of conditions, the variety of strategic factors and emerging opportunities, decompose the latter to the level of strategic priorities, the implementation of which will generate high efficiency over the entire horizon of strategizing.At the same time, the general theory of strategy is a young science, being in constant contact with practice, the theoretical foundations and methodological provisions of its main directions, including industrial, are still at the stage of formation and improvement.Making correct and reasonable strategic decisions increasingly depends on the depth of studying the object of strategizing. In this regard, the purpose of this article was to disclose one of the preparatory stages for the development of a strategy, namely, the study of the industry as an object of strategizing.The article justifies the necessity of dividing the analysis of the industry as an object of strate-gizing into two stages: strategic diagnostics (the study of the main characteristics, features, the current trajectory of development and potential), and OTSW-analysis (the study of the object of industrial strategizing from the position of searching for future prospects, choosing a vector of long-term development and forming a trajectory of movement in the chosen direction). In addition, the author indicates the potential elements of strategic diagnostics of the industry as an object of strategizing and reveals the key aspects of each of the areas of analysis.