Brazilian Administration Review <h2><strong>BAR&nbsp;-&nbsp;Brazilian Administration Review</strong></h2> <p>BAR is a scholarly journal on business and public administration published quarterly since 2004 by ANPAD (Brazilian Academy of Management). BAR is a fully open-access online journal that abides by the principles of COPE – Committee on Publication Ethics for scholarly publication. BAR is available in most indexing services, including SCOPUS.</p> <p>BAR’s mission is to advance scholarly knowledge on management and organizational theories so as to assist business and public administration worldwide by means of the global dissemination of conceptual and empirical studies developed in Brazil and other countries.</p> <p>The journal publishes conceptual and empirical studies within the broad interests of business and public administration. Theoretical and methodological perspectives are welcome as long as they are insightful also for practice. BAR documents should not focus on a particular country/region and must convey theoretical, methodological and applied advancements to the frontiers of scholarly knowledge on a global scale. BAR’s editorial scope does not include teaching cases or purely applied practitioner-oriented material.</p> <p>BAR's target audience is the global scholarly community in all interests of business and public administration.</p> <p>&nbsp;</p> <p><br><a class="btn btn-primary read-more" href="" target="_blank" rel="noopener">Guide to authors</a></p> ANPAD - Associação Nacional de Pós-Graduação e Pesquisa em Administração en-US Brazilian Administration Review 1807-7692 Assumptions of social management in the Brazilian perspective: A parallel with international approaches <p>Social management is a broad multidisciplinary field; thus, it requires consensus among scholars. This paper responds to two questions: What elements and categories are prioritized in social management studies by Brazilian scholars? Is there novelty in the elements of SM at the Brazilian approach or it is a superposition with other international perspectives? The methods were lexical analysis, descending hierarchical classification techniques, correspondence analysis, and similarity analysis. The hierarchical clustering of elements extracted from the literature from 1990 to 2019 reveals that the field of social management has six dimensions and originated from previous studies about social participation, governance, and others. Despite the criticism on the concept, there is consensus among Brazilian authors; however, few new ideas emerge, showing a slow grown in the field, besides a low internationalization level. The advance of the praxis is minimizing the level of abstraction; Brazilian scholars defend the triad society, state, and market, but their studies focused more on state and society. On the contrary, international studies recognized the role of firms in social management. The differentiation of the Brazilian perspective of social management is a cognitive citizenship, educational and pedagogical process.</p> Rodrigo Oliveira-Ribeiro Adriana Fumi Chim-Miki Petruska de Araújo Machado Copyright (c) 2021-04-26 2021-04-26 18 1 e190110 e190110 10.1590/1807-7692bar2021190110 Smart tourism destinations: (Mis)aligning touristic destinations and smart city initiatives <p>Several tourism destinations around the world have started to implement smart city projects with the aim of improving the standard of living of their citizens, as well as the sustainability of their urban and touristic areas, which motivated the emergence of the concept of smart tourism destination. However, the extant literature on this subject is still incipient. Thus, this article aims to investigate, via an exploratory case study, whether the implementation of a smart city initiative in a touristic destination has helped it be transformed into a smart tourism destination. For that, a smart tourism destination development model is presented and applied as the theoretical lens adopted in this research. The results showed a clear misalignment between the smart city initiative and the touristic destination analyzed, as despite the opportunities arising from the technological infrastructure provided by the smart city project, the touristic sector of the city under analysis was not able to take advantage of the opportunities enabled by the smart city project. Lastly, one concluded that political discontinuity, missing local government tourism strategy and governance, lack of engagement of the citizens, and disregard for the local context were the main reasons for that misalignment.</p> Mariana Brandão Cavalheiro Luiz Antonio Joia Gabriel Marcuzzo do Canto Cavalheiro Verônica Feder Mayer Copyright (c) 2021-04-28 2021-04-28 18 1 e190132 e190132 10.1590/1807-7692bar2021190132 Image filters: Effects of emotion displays on followers’ perceptions of principled leaders <p>We analyze how followers respond to principled and unprincipled leaders as they express positive and negative emotions, based on the moral tenets of authentic leadership theory. Grounded on the theoretical principles of emotion contagion and cognitive interpretation, we propose that negative affective displays taint followers’ perceptions of authentic leaders and that positive affective displays brighten followers’ perceptions of inauthentic leaders. We tested these hypotheses in two laboratory experiments. Results indicate that while negative affective displays significantly disfavored perceptions about an authentic leader, positive affective displays did not favor attitudes about the leader. In contrast, positive affective displays not only favored attitudes toward an inauthentic leader but also positively influenced judgments regarding the leader’s ethicality. Passive negative displays led to more favorable attitudes toward an inauthentic leader than active negative displays. Our findings unveil followers’ susceptibility to distant leader’s emotion displays, highlighting the nexus among leadership, emotions, and ethics, as well as their relevance in the organizational and political arenas.</p> Flávia Cavazotte Daniel Martins Abelha Lucas Martins Turano Copyright (c) 2021-04-19 2021-04-19 18 1 e190142 e190142 10.1590/1807-7692bar2021190142