Okumus, F. (2015), "Editorial", International Journal of Contemporary Hospitality Management, Vol. 27 No. 1. https://doi.org/10.1108/IJCHM-12-2014-0636Download as .RIS
Emerald Group Publishing Limited
Article Type: Editorial From: International Journal of Contemporary Hospitality Management, Volume 27, Issue 1
We are pleased that 2014 was another very successful year for International Journal of Contemporary Hospitality Management (IJCHM). According to the 2013 Journal Citation Reports®, IJCHMs impact factor rose from 1.266 to 1.623. This is, indeed, a great accomplishment, which has now placed IJCHM among the top six hospitality and tourism journals and the top two hospitality journals in our field. According to Google Scholar Metrics for 2014, IJCHM is ranked sixth among all hospitality and tourism journals and second among all hospitality journals according to h5-index and h5-median. Reflecting these accomplishments, we have been observing substantial increases in manuscript submissions to IJCHM. For example, as of December 17, 2014, we have received 635 submissions to IJCHM through Manuscript Central. Compared to 280 submissions in 2012 and 580 submissions in 2013, this is indeed an impressive number of submissions. We expect to receive about 670 submissions by the end of 2014. Recognizing the increased number of manuscript submissions, starting from 2016, IJCHM will have 12 issues per year. Emerald has also increased IJCHM pagination budget. This means that we will publish not only more articles but also longer articles in IJCHM.
The first issue of IJCHM in 2015 contains eight research articles. The first article by Osman Karatepe examines personal resources as a mediator of the effect of perceived organizational support on emotional exhaustion, extra-role customer service and turnover intentions. Study results suggest that positive affectivity, intrinsic motivation and self-efficacy are significant indicators representing personal resources. Personal resources fully mediate the effect of perceived organizational support on emotional exhaustion, extra-role customer service and turnover intentions. The second article by Carmen Padin, Göran Svensson, Carmen Otero Neira and Nils Høgevold evaluates the teleological actions needed to assess and manage critical incidents that cause negative emotions in service encounters. The study enhances the understanding of the manner, in which critical incidents generate negative emotions in service encounters. Through the same perspective, this study reveals that the outcome of a negative service encounter depends upon the interactive interface between the service provider and the service receiver.
In the third article, Amy Gregory, H.G. Parsa, Khaldoon Nusair, David Kwun and Sanjay Putrevu propose a model and apply it to vacation ownership products. Their study reveals the effect that specific product attributes have on customer satisfaction. It addresses previously unexplored attributes (i.e. sales techniques and hotel program benefits), confirms others previously identified with customer satisfaction (i.e. amenities, exchange benefits, hotel affiliation and vacation counselors) and reveals those that had no incremental effect on overall satisfaction (i.e. financing and activities). The fourth article by Galimzhan Seilov investigates the influence of customer and competitor orientations on the entrepreneurial orientation of small hospitality enterprises in Kazakhstan. The study findings suggest that there is a positive relationship between customer and competitor orientations and the entrepreneurial orientation of small hospitality businesses in Kazakhstan. Small hospitality businesses need to embrace a new way of thinking and adopt a more strategic approach to their entrepreneurial activities through proactively responding to constantly changing customer needs and competitors’ moves. The article by Dennis Rauch, Michael Collins, Robert Nale and Peter Barr aims to identify an appropriate factor structure that may be utilized to effectively measure a hotel’s performance relative to service quality in a mid-scale setting. A three-dimensional model emerged from the data, which includes the service product, service delivery and service environment. According to the study findings, the service environment is the strongest predictor of a hotel’s ability to meet guests’ expectations and to provide guests with value within this context, which is inconsistent with findings in upscale and luxury hotels.
In the following article, Laura Parte-Esteban and Pilar Alberca-Oliver investigate the determinants of dynamic efficiency in the Spanish hotel industry. Study results show significant differences in dynamic efficiency among Spanish hotel companies. In addition, the study findings suggest the levels of efficiency that are related to the hotel’s location, the hotel’s size, internationalization, the first source of the hotel’s activity, audit service and management variables. In the seventh paper, Bekir Bora Dedeoglu and Halil Demirer examine the differences in service quality perceptions among different stakeholders. The findings from 845 hotel stakeholders show that employees perceive service performance to be at a high level, while customers perceive it to be at a low level. Although managers’ perception of service quality performance is lower than that of employees, no significant difference is found between them. The final article by Haiyan Kong, Sujuan Wang and Xingxing Fu explores the influence of career expectations on job satisfaction of Generation Y, as well as the mediating effect of career expectations on the relationship between hotel career management and job satisfaction. According to study results, hotel career management contributes positively to employees’ career expectation and job satisfaction.
We hope that our readers find all the papers published in this issue timely, relevant and insightful.