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The purpose of this paper is to trace the history of official policy on the regulation of care homes in respect of end of life care and to contrast this with the results of research on this important theme, not least in terms of what is required to support care home staff in relation to dying residents and their relatives. A central concern is to argue for the open recognition that care homes now cater primarily for frail people towards the end of their lives. Good end of life care and a good death could become a positive “selling point”. The author concludes that the system of regulation has broadly failed to address a good death or good end of life care in a residential home. Death talk should no longer need to be avoided in care homes. The research suggests that appropriate support for care home staff in relation to dying residents needs careful identification and investment. A cultural shift is required.

Following a review of policy documents on regulation and standards of care in residential homes and a subsequent review of the research literature on death and dying in care homes, the paper illuminates the contrast between the ambitious aims in policy documents with very varied practice in everyday care of frail residents.

The recent systems of regulation have broadly failed to address a good death or good end of life care in residential homes. Open acknowledgement of death and dying should not be avoided in care homes. Appropriate support for care home staff in relation to dying residents needs careful identification and investment.

The focus of this paper is to contrast official policy with everyday practice. Whilst policy documents suggest recognition of the importance of dignity and respect from dying residents, the research literature indicates great variation in the practice of everyday care.

The purpose of this paper is to introduce management historians to the long‐forgotten work of Frank George Woollard (1883‐1957), who in the mid‐1920s established flow production in the British motor industry, and its remarkable similarity to current‐day production principles and practices used by Toyota Motor Corporation, also known as lean production.

Overview of Frank Woollard's life and work obtained from newly discovered journal papers, his 1954 book, Principles of Mass and Flow Production, newly discovered archives, and new first‐hand testimony from a close friend and from a long‐time family friend.

Frank Woollard was a pioneer in the establishment of flow production in the British motor industry in the mid‐1920s and the principal developer of automatic transfer machinery. His accomplishments are comparable to Taiichi Ohno, regarded as the architect of Toyota's production system.

Woollard's accomplishments in flow production are a fruitful area for future research given the speed and completeness with which flow production was established at Morris Motors Ltd, Engines Branch. Newly discovered papers describing his flow production system have yet to be studied in detail by academics.

Woollard's application of flow production beginning in 1923 means that timelines for discoveries and attributions of key accomplishments in lean management must be reexamined and revised.

Woollard's work fills important gaps in the literature on the history of flow production generally and in the British motor industry in particular. His work constitutes an early application of current‐day lean principles and practices, and is therefore noteworthy and relevant to management historians and the operations and production management community. It is hoped that this paper will inspire management historians to study Woollard's work and place him in the context of other early twentieth‐century pioneers in industrial management and flow production.

This chapter aims at building a conceptual framework that could inspire innovation policies able to take into account the emerging agricultural and rural agenda, based on a comprehensive conceptualization of the innovation system. The systems of innovation and the broader processes of knowledge creation (and co-creation), transfer and adoption represent a crucial set of conditions influencing family farms' trajectories in response to the various opportunities and drivers of change, as well as their capability to contribute to sustainable food systems and FNS. This chapter analyzes the concept of innovation in relation to transition towards new configurations with a non-linear and multidimensional vision based on actors assembling themselves in a geographical space where resources and information are used to generate change. This leads to consider knowledge as an asset co-generated by the interaction of different actors within agricultural knowledge and innovation systems (AKIS) (Leeuwis & van den Ban, 2004). Agriculture and countryside are experiencing deep transformations towards concentration and globalization on one side and post-productivism and rural development on the other (Van der Ploeg et al., 2000). These processes of change require innovation policies aimed at pursuing ‘second-order’ innovation based on new goals and new rules. From a transition perspective (Geels, 2004) these radical innovations can develop within niches to a certain extent protected from mainstream market forces, to be then progressively embodied into higher structuration levels (the ‘regimes’).

The purpose of this paper is to ask if customer experiences in public houses (pubs) go wrong because of poor initial and subsequent training for front-line staff, while questioning if enough is being made of employee engagement and socialization as a means to improve consistency within the pub service encounter.

The study applies a critical review of the literature with a focus on the initial and subsequent training of front-line employees in the context of managed and entrepreneur-led pub-retailing operations.

The delivery and impact of a well-designed initial training programme may not only enhance long-term employee engagement and loyalty, but also provide competitive advantage for pub-retail operations through a more consistent service delivery. The paper questions the suitability of the approach currently being adopted within the sector and suggests that change is needed in order to ensure the longer-term survival of pub-retail businesses.

Can reliable and consistent customer experiences be delivered without a more progressive approach to the initial training and engagement of front-line employees?

While the importance of initial and subsequent training is widely accepted, the potential for its poor delivery has an almost predictable impact on many customer experiences. The paper recommends a review of the methods used by managed house and entrepreneurial (tenanted and leasehold) pub-retailing businesses to enhance employee socialization, engagement and loyalty to fuel the sector’s drive to generate greater competitive advantage.

Using the Job Demands‐Resources (JD‐R) model as the theoretical framework, the purpose of this study is to develop and test a research model that investigates the moderating role of perceived organizational support and job autonomy on the relationships between emotional dissonance and exhaustion and disengagement. The model also seeks to test the impact of emotional dissonance on exhaustion and disengagement.

Data for this empirical investigation were gathered from a sample of full‐time frontline hotel employees in Ankara, the capital city of Turkey. Respondents self‐administered the questionnaires. A total number of 620 questionnaires were obtained.

Results based on hierarchical regression analysis reveal that emotional dissonance intensifies exhaustion and disengagement. Results also demonstrate that perceived organizational support and job autonomy buffer the impact of emotional dissonance on disengagement.

Future studies should use longitudinal data to establish causal relationships among the study variables. Although common method bias was controlled via Harman's single‐factor test using confirmatory factor analysis, in future studies it would be beneficial to collect data from multiple sources to minimize this potential threat.

There is a need for effective and continuous training programs for frontline employees to learn how to cope with emotionally demanding interactions with customers in the service encounter. Hotel managers should employ mentors and/or benefit from the existing successful more experienced senior employees as mentors to provide professional assistance to less experienced junior employees for the alleviation of emotional dissonance and burnout. In addition, supervisors should be trained to learn how to provide assistance for front‐line employees to reduce emotional dissonance and disengagement. Having jobs with adequate autonomy in the workplace could help such front‐line employees to decrease emotional dissonance and experience less disengagement.

Empirical research pertaining to the moderators of emotional dissonance in the hospitality management and marketing literatures is sparse. Hence, based on the precepts of the JD‐R model, this study aims to fill this void.

The purpose is to provide an intellectual history of Operations Management, particularly noting recent developments and its underlying continuity with earlier systems and thinking. Operations Management as a discipline identifies its “modern” incarnation as dating from the 1960s when it became more rigorous and managerially focused. This re-invention constructed a “narrative” that the profession still follows, yet a critical perspective reveals significant, though under-appreciated continuity with earlier theory and practice.

This paper presents a comprehensive literature review and comparative analysis of historic developments in management and academia.

In the early 1900s, F. W. Taylor’s Shop Management established Operation Management, but its main component, Scientific Management, had stagnated by the 1950s. At that point, the rise of Management Science both reinvigorated Operations Management and threatened it with a competing new discipline. To compete Operations Management then modernized by redefining itself, reasserting its interest in several areas and co-opting Operational Research tools for those. It also contracted, withdrawing from areas considered vocational, or more suited to Industrial Engineering.

This historical overview shows the critical importance of drawing research agenda from practical managerial concerns.

Practitioners benefit from the intellectual rigor that academics provide and a historical perspective shows that the relationship has been mutually beneficial.

The disciplines of Operations Management, Operations Research and Industrial Engineering are complementary and competitive in addressing many problems that transcend their boundaries, and use common ideas and techniques. The demands of “academic rigor” have had a deleterious effect on the practical managerial relevance of these disciplines.

A long-term, cross-disciplinary perspective provides a unique understanding of the research interests and practical orientations of these disciplines.

The purpose of this paper is to discuss the pioneering work of the 19th-century French author Jean-Gustave Courcelle-Seneuil in developing a scientific perspective on management, whose origin is commonly associated with the contributions of Frederick Taylor and Henri Fayol.

Through a historical analytical approach and doing a parallel analysis with the origins of the economic theory, fragments of two works by Jean-Gustave Courcelle-Seneuil (1813–1892) are analyzed: The Theoretical and Practical Treatise on Industrial, Commercial and Agricultural Enterprises: A Business Manual (1855) and Ergonomics, the second part of the book Theoretical and Practical Treatise on Political Economy (1858), in which the author devotes a chapter to relevant aspects of management, such as entrepreneurship, production, human resources, finance and accounting.

In addition to noting the pioneering character of these contributions, particularly the emphasis on entrepreneurship, Courcelle-Seneuil’s argument favors in the 19th century a scientific approach to management, contradicting the belief of businesspeople of the time, according to whom management was something practical, impossible to be studied analytically.

This study indicates that looking to the past is essential to know what has already been produced in a particular field of knowledge. This return to the origins is fundamental to understanding how science evolves. Although management as a systematized field of expertise is usually dated to the beginning of the 20th century, there are reasons to expand on the influences that gave rise to this science, particularly regarding lesser-known but equally important contributions.

This study explores a lesser-known contribution to the origin of management theory and seeks to contribute to the study of the origin of the division of the fields of management science, its roots and its intersection with the economic science practiced in the half of the 19th century.

This paper explores how hospitality frontline employees understand, interpret and practice “hospitality” in a hotel industry context.

Framed by interpretivist and phenomenological approaches a dual-stage semi-structured interview study design was conducted. A sample was drawn from hotel employees in Australia.

Findings support the proposition that the hospitality workforce tends to favor service management and service processes as the guiding paradigm. The essence of what it means to be hospitable, and the host-guest model, appears to be largely absent in practice.

This paper contributes to a scarcity of literature exploring the understanding of hospitality, and how this understanding can translate into hospitable behavior, from the employee perspective. Our main implication is that service management terminology colonizes hospitality within a commercial context, while the essence of hospitality and the “hospitality” lexicon is concomitantly diminishing. The authors advocate for developing an inter-paradigmatic view of hospitality management.

While the study revealed that the majority of frontline hotel employees struggle with grasping and verbalizing their understandings and perceptions of the hospitality construct, although some acknowledged the importance of hospitality as being an integral component to service delivery. We identified consistent organizational practices and intrinsic employee traits that either enabled or obstructed hospitable behavior in hotel settings.

The study reveals tensions between the hospitality and service paradigms in hospitality literature and practice. We uncover hotel management practices that may help to conserve and foster the essence of hospitality in hospitality organizations.

The purpose of this paper is to provide an exhaustive review of emotional labor research from the hospitality and tourism literature by outlining the theories, the antecedents and the outcomes of emotional labor, as well as the underlying mechanisms (i.e. mediators and moderators) of emotional labor.

This study provides a qualitative and critical review of emotional labor research from the hospitality and tourism literature, providing insights into the trends and gaps in the literature.

The conservation of resources theory and affective event theory are the two most common theories in the reviewed literature. Emotional intelligence and personality are the most commonly investigated antecedents while burnout and job satisfaction are the most investigated outcomes of emotional labor. Stress and burnout are the most examined mediators of emotional labor and subsequent outcomes, such as commitment, turnover intentions and well-being. Moderators include leader-member exchange, job position, gender and climate of authenticity.

Four major gaps for research and practice are identified as follows: the lack of an overarching theoretical framework; inconsistency in how emotional labor is defined and measured; the vast majority of emotional labor studies are cross-sectional studies; and no research examines potential interventions to help service employees engage in effective emotional labor strategies.

This review offers a model providing a comprehensive framework that outlines the various antecedents, outcomes, mediators and moderators of emotional labor and corresponding theories for future research.

The purpose of this study is to empirically test and extend knowledge of the effects of emotional labor of frontline service employee.

The authors examined the effects of emotional labor (surface acting and deep acting) on frontline employee creativity, as well as the mediating effects of different kinds of job stress (hindrance stress and challenge stress) on the relationship between emotional labor and creativity. The research hypotheses were tested using data collected from 416 service employee–supervisor dyads in 82 Chinese local restaurants.

Results show that surface acting is negatively related to and deep acting is positively related to frontline employee creativity; surface acting is positively related to hindrance stress, while deep acting is positively related to challenge stress; and hindrance stress mediates the relationship between surface acting and creativity.

This study extends the consequences of emotional labor to frontline employee creativity from a cognitive perspective. It also advances knowledge about the effects of emotional labor on stress by classifying different kinds of job stress caused by different cognitive appraisals of surfacing acting and deep acting, and revealing the role of hindrance stress as psychological mechanism through which surface acting affects creativity.