Abstract
This study provides an extensive examination of tourist perceptions during a visit to China, conducted within the framework of the Erasmus+ TourX project. The project includes participants from Spain, Italy, Germany, Greece, Belgium, and Portugal. Tourism is widely acknowledged as a mechanism for cultural exchange, fostering intercultural learning and broadening global perspectives. This research aims to empirically analyze the experiences and behaviors of tourists within an unfamiliar cultural environment. The findings contribute to the broader academic discourse on the role of tourism in facilitating cross-cultural engagement and its implications for the tourism industry in China. 

Abstract
In the modern digital age, organizations face unprecedented challenges and possibilities while managing the intricacies of digital transformation. Accelerated technological developments, changing customer preferences, heightened competition, and dynamic regulatory environments necessitate companies to synchronize their business goals with technological innovations. Leadership is crucial in steering businesses through changes, requiring a deep understanding of change processes and the capacity to adjust leadership accordingly. This research addresses the central question: How does leadership effectively promote organizational digital transformation? The study examines how leaders can effectively promote the adoption of advanced technologies and the promotion of innovation, by first exploring the nature of digital transformation within organizations and then analyzing the evolving dynamics of leadership in this context. An integrative review of the Web of Science (WoS) and Scopus databases was conducted, using the search terms: Leadership and Digital Transformation. The findings emphasize that effective leadership is crucial for managing the minutiae of digital transformation, integrating technology into organizational processes to facilitate learning, collaboration, and agility, enabling companies to adapt to market shifts, reduce uncertainty, and enhance decision-making for sustainable growth. By using the right tools and with the right frequency, leaders may develop team cohesion-even at a distance. Attentive digital-age leaders will know how to leverage the right mechanisms, and herein, we hope to give some indication of how that may be achieved, so that digital transformation increases rather than decreases team motivation levels.

Abstract
The scandalous fraud of the Theranos company and every step taken by its founder, Elizabeth Holmes, is well known in the media. In order to learn more about this topic and identify areas in which the company's management has fallen short, a variety of articles, newsletters, and papers were examined. The whole story of this enterprise was told by carefully putting in context what happened to Holmes in the workplace and in her personal life. In college, when she met Balwani, a romantic partner and important member of Theranos' management, the Stanford dropout began working on her company idea. Both were convicted of offenses connected to this type of business management. Five essential questions, as outlined by Lafley & Martin (2023), encapsulate the decision cascade that should be incorporated into any business plan. This essay attempts to explain Theranos' decision-making process in light of these considerations, complementing it with the strategic view defined by Porter's five forces. The facade of success that made it possible for investment to keep coming in while the technology did not make any progress was analysed too, divided into two parts: red flags and Elizabeth's crafted discourse about the company. Through this article, it is easy to conclude that Theranos' mismanagement was responsible for its collapse. With all that said, the following questions remain: Is there a bright future after a huge mistake? Perhaps a second attempt to help people with no ulterior motives? What will happen next? What can be expected?. © 2024 Academic Conferences and Publishing International Limited. All rights reserved.

Abstract
The main objective of this study is to investigate a solution for the current lack of skilled workers in Europe and to optimize the utilization of expertise. For this qualitative study, 36 semi-structured interviews were conducted (with a purposive sample of financially independent (soon-to-be) retirees and employers). The thematic analysis revealed (1) on both the employer's and recruiter's side, there are many stereotypes and prejudices, as well as a lack of creativity about how to integrate these highly motivated specialists into the organization's workforce; (2) Employees, retirees and employers where asked: what could be the motivation to employ retirees, what could be the benefits, what could be the drawbacks. The results also indicate that searching for intellectual challenges and solving them with a team of co-workers is one of the main attractions for senior experts. We identified six main patterns for unretirement choices: learning and intellectual challenges, applying expertise, public perception of retirees, belonging and social connections, compensating for loss of status, and feeling appreciated. Appreciating, valuing, and channeling this drive to solve present-day problems independent of a person's chronological age should be self-evident for organizations and societies.

Abstract
This study investigated the effect of organizational culture (supportive culture, innovation culture, goal culture and rule culture) on turnover intentions and whether this relationship was mediated by organizational practices of competencies development (training, functional rotation and individualized support) and affective commitment. The study sample consisted of 369 participants working in organizations based in Portugal. The results show that only goal culture positively and significantly affects the three dimensions of organizational practices of development competencies and affective commitment. The culture of support has a positive and significant effect on functional rotation, individualized support and affective commitment. The culture of innovation has a positive and significant effect on training. Supportive culture, goal culture and the dimensions of organizational practices of development competencies negatively and significantly affect exit intentions. The serial mediating effect of organizational practices of development competencies and affective commitment on the relationship between organizational culture (supportive culture and goal culture) and turnover intentions was proven. Organizational culture, especially supportive culture and goal culture, proved to be relevant in boosting the implementation of organizational practices of development competencies, boosting affective commitment and reducing turnover intentions.

Abstract
This article introduces a new theoretical concept, the foreign champion, which attempts to solve the principal-agent problem and improve academic understanding of foreign market entry decisions by analyzing what experts in the field consider to be best practices. Based on empirical research into the determinants of SME internationalization success, semi-structured interviews (n = 12, t = 5 h 10 min.) were conducted with industry experts, including one academic, government officials, chamber and association leaders, a venture capitalist, and several CEOs, and key testimonies were studied using qualitative analysis software. The results shed light on effective internationalization strategies and common market entry mistakes. Despite the perception of saturation, the prominence of the experts, and the large sample, there may be limitations, such as not covering several regions. The originality of this study lies in its conceptual framework, the insights gained from the select interviews, and a new concept of foreign market entry.