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'hospitalité, c'est‐à‐dire les rapports perçus comme agréables par le client ainsi que l'atmosphère l'environnant, est un élément indispensable à l'ensemble du produit touristique pour la satisfaction définitive du client. Pour atteindre cette dernière, les exigences et espérances du client doivent tre posées au centre des réflexions et stratégies entreprises.

The study aims to investigate market reactions associated with the JUST 100 rankings published by JUST Capital, a non-profit organization, as well as differences in financial reporting quality and performance between selected firms and their industry peers.

This study uses a sample of 431 firms selected as the 100 America’s Most Just Companies between 2016 and 2020 by JUST Capital. This study performs both an event study to determine whether the rankings are useful to investors and cross-sectional regression analyses on the characteristics of selected firms compared to their peers.

This study finds that investors react positively to selected firms around the time of the release of the JUST 100 rankings, suggesting that the rankings are decision-useful. This study also finds that selected firms exhibit higher accounting quality and financial performance than their peers.

Rankings may not be free from bias because of JUST Capital’s ownership of an exchange-traded fund.

The findings validate the rankings as well as the methodology used by JUST Capital, as they show market participants value firms that engage in socially responsible actions through their commitment to positively impact five key stakeholder groups: employees, customers, communities, environment and shareholders.

To the best of the authors’ knowledge, this is the first study that shows the importance of the JUST 100 rankings for investment decisions. Considering the growing push for companies to disclose environmental, social and governance (ESG) activities, this study provides evidence to support ESG disclosure regulations.

La psychologie touristique a pour but de discerner les désirs du touriste ainsi que d'étudier les moyens et les méthodes en vue de les attirer et d'en obtenir le prolongement du séjour.

Researchers have explored contextual antecedents influencing engagement at work; yet, theory and empirical evidence suggest some individuals are more or less engaged than others. Using a relational framework based on attachment theory, the purpose of this paper is to suggest that relational models influence engagement through their influence on psychological availability and psychological safety. Study 1 examined whether attachment influences variability in engagement. Study 2 examined whether these effects could be replicated, and whether attachment influences engagement via individuals’ psychological availability and safety.

Two field studies using online self-report surveys (Study 1 n=203; Study 2 n=709).

Attachment-avoidance and attachment-anxiety were independently associated with lower levels of engagement, and psychological conditions mediated these relationships.

Relational models explain predictable variability in engagement. Employees’ ability to engage may be constrained or facilitated by their stable relational models of attachment.

The study is one of the few examining individual differences in engagement.

17e Congrès de l'AIEST 1. Dates Déférant au désir des organisateurs grecs, le Congrès a dû être reporté d'une semaine. Il se tiendra du samedi 10 au samedi 17 septembre 1966. Des précisions à ce sujet et sur les autres détails du déroulement seront communiquées prochainement aux membres de l'AIEST.

Cette brève intervention au sujet du rapport que M. Bernecker a présenté sur les méthodes et les moyens de la propagande touristique à un point de vue général et complet, veut se limiter simplement à illustrer les caractéristiques et les buts d'une forme de propagande déterminée, c'est‐à‐dire la propagande de documentation. Traitant sommairement ailleurs le problème de la propagande touristique nous observâmes que, considérée dans son ensemble, elle peut être divisée en deux secteurs fondamentaux: la propagande d'attraction et la propagande de documentation. La première s'est fixée comme but d'attirer l'attention de la clientèle touristique sur des attractions ou localités déterminées, dans le but de diriger vers elles un courant de trafic touristique; la seconde, par contre, présuppose que l'acquisition du touriste, du visiteur, est déjà assurée et tend à développer en lui l'information préventive et, comme c'est souvent le cas, le désir d'une connaissance plus profonde ayant pour conséquence celui d'un séjour plus prolongé. Cette dernière catégorie pourrait donc être considérée, sous certains aspects déterminés, comme étant complémentaire de la première dans ce sens que sa fonction est chronologiquement successive et se propose d'approfondir, d'illustrer les détails de chaque aspect de l'attraction ou de la localité touristique en vue. Son importance ne peut donc, en aucun cas, être considérée comme étant inférieure ou secondaire à la propagande d'attraction, spécialement dans certains cas que nous illustrerons encore.

It is recommended that students apply the arguments of resource-based theory to analyze the potential strategic partnership that the case focuses on. The resource-based view suggests that strategic partnerships between firms have the potential to create value when resources are pooled together. Scott Crump faces a decision-making situation wherein he analyses the value-creation potential of the original equipment manufacturer partnership with Hewlett-Packard (HP). In addition, contrasting the cultural environments within both organizations would bring in greater complexity and depth to the reflections, analyses and discussions. Often research experts explore these concepts in isolated streams of research. However, in real-world scenarios, these aspects must be integrated for a more comprehensive decision making to take place. It is also recommended for students to analyze how founder characteristics and resources imprint organizations with certain enduring “imprints” that determine strategic outcomes for the firm in unique ways.

For the development of this case, the authors interviewed the top management at Stratasys including Scott Crump, Founder and CEO. The authors also interviewed former and current employees of Stratasys, HP, other experts in the printing industry and existing customers in the 3D printing industry. The company made internal documents available to the authors including financial statements, internal meeting presentations, company forecasts and assessment tools. All interviews were recorded and analyzed to obtain and include multiple perspectives from various stakeholders. The authors also conducted extensive online research on the 3D printing industry and utilized data from news articles, interviews and other relevant press materials.

Scott Crump, Founder of Stratasys, a company that developed and sold 3D printers, had always envisioned a future when it would be commonplace for a 3D printer to be on the desk of every engineer. HP approached him with a proposal that had the potential to make that dream come true. Crump knew that Stratasys did not need to partner with HP for a financial reason, but he loved the idea of the technology becoming a standard method for creating parts universally. The case highlights a true-life account of a firm’s founder considering an important strategic alliance and analyzing the ramifications of taking on or refusing this partnership.

This case has applications in strategic management and small business management courses at both undergraduate and graduate levels. It also contains critical areas of decision making relevant to an advanced strategic management course that focuses on manufacturing strategy or strategic alliance decision making. This case would be relevant to MBA, Executive MBA or Masters of Science in Accountancy level students as well. Specifically, it is intended for use in courses involving topics such as mergers and strategic partnerships, negotiation and leadership, risk analysis, financial statement analysis, financial modeling and market analysis.

La réunion des experts scientifiques du tourisme à Lugano, au printemps 1949, avait ce caractère intime, presque familier, qui naissait de la première prise de contact entre amis. Animés du même désir de jeter les bases de la recherche scientifique à l'échelon international, le cercle de Lugano avait pleinement conscience de faire œuvre de pionnier et de tenter une expérience dont l'issue semblait au moins incertaine.

Un des problèmes moins compris dans son sens intégral et dans ses conséquences est celui de la récréation.

L'animation appliquée au tourisme n'est pas une nouveauté; le Club Méditerranée la pratique depuis bientôt 30 ans. Mais le Club mis à part, certaines formes de suggestions, de conseils et d'actions «font partie intégrante du rôle d'hôte de la part d'un hôtelier, restaurateur ou aubergiste à l'égard de ses clients». Dans les petites pensions ou les hôtels de famille, par exemple, la relation personnelle existant entre l'hôtelier et l'hôte constitue une grande part des «besoins» d'information, de suggestion, de contact et de communication liés aux vacances».