Search results

The primary purpose of this study is to identify the drivers of the annual growth for publicly traded restaurant firms in the USA.

Built on previous research, the study constructs an econometric model to systematically investigate growth drivers of the restaurant industry using data from publicly traded restaurant firms in the USA.

Annual changes in size and market share were found to be positively and significantly related to restaurants' one‐year ahead annual growth. In addition, the annual change of leverage is negatively and significantly related to this growth. However, annual changes in book to market, market risk premium, as well as earnings growth fail to exhibit significance, controlling for franchising, internationalization, and year effects.

Results may not be directly generalizable to all restaurant firms at large, considering that the sample is drawn from only publicly traded restaurant firms. In addition, there may be certain variables that the study did not directly observe but which influence firms' growth. Exploring a combination of both financial and nonfinancial variables may shed more light on the growth issue, especially with a more comprehensive data set.

The paper recommends that restaurant executives should focus on market share, size, leverage, and franchise to improve the annual sales growth for the following year in addition to market risk premium.

The study attempts to provide, for the first time, systematic financial evidence about growth drivers of the restaurant industry employing representative secondary data from publicly traded restaurant firms. Understanding the driving forces behind the growth of the restaurant firms is of great importance to investors, financial analysts and management.

Allan H. Church is VP of Global Talent Development for PepsiCo, where he is responsible for leading the talent management and people development agenda for the enterprise. Previously he spent nine years as an external OD consultant working for Warner Burke Associates, and several years at IBM. On the side, he has served as Adjunct Professor at Columbia University, a Visiting Scholar at Benedictine University, and past Chair of the Mayflower Group. Allan received his Ph.D. in Organizational Psychology from Columbia University. He is Fellow of the Society for Industrial-Organizational Psychology, the American Psychological Association, and the Association for Psychological Science.

The purpose of this article is to present an overview of the history and development of transaction log analysis (TLA) in library and information science research. Organizing a literature review of the first twenty‐five years of TLA poses some challenges and requires some decisions. The primary organizing principle could be a strict chronology of the published research, the research questions addressed, the automated information retrieval (IR) systems that generated the data, the results gained, or even the researchers themselves. The group of active transaction log analyzers remains fairly small in number, and researchers who use transaction logs tend to use this method more than once, so tracing the development and refinement of individuals' uses of the methodology could provide insight into the progress of the method as a whole. For example, if we examine how researchers like W. David Penniman, John Tolle, Christine Borgman, Ray Larson, and Micheline Hancock‐Beaulieu have modified their own understandings and applications of the method over time, we may get an accurate sense of the development of all applications.

Women are typically reluctant to disclose menopause-related problems that may affect their working lives to line managers. Consequently, support may not be offered nor potential solutions explored. The purpose of this paper is to examine how working menopausal women would prefer to have conversations about the menopause at work.

Using semi-structured telephone interviews working menopausal women (aged 45–60 years) were asked about their experiencing of talking about their menopause at work, and how helpful conversations might be initiated and conducted. Transcripts were analyzed thematically to identify factors that may facilitate or hinder such conversations.

Two themes emerged: first, organizational context. Facilitators included an open culture with friendly relationships, a knowledgeable and proactive manager, organization-wide awareness of the menopause and aging, and access to a nominated woman to discuss problems. Barriers included male-dominated workplaces, male line managers, fear of negative responses, stigma, discrimination, embarrassment or believing menopause is inappropriate to discuss at work; second, the nature of the discussion. Facilitators included managers demonstrating an understanding and acceptance of a woman’s experience, jointly seeking acceptable solutions, respecting privacy and confidentiality, and appropriate use of humor, as opposed to being dismissive and using inappropriate body language. Discussions with suitable persons at work were preferred and being prepared was advised. The women in the sample advised having discussions with appropriate persons and being prepared.

These findings could inform training programs, workplace policies and practice.

This study provides insights to help women and their managers discuss menopause-related difficulties at work and seek solutions together.

This study aims to perform a systematic literature review to organize the abundance of information on employee relations (ER) and sustainable organizations. Moreover, this study identifies the research gaps by investigating the review of ER’ mediating and moderating variables and the relationship between ER and sustainable organizations.

This study is based on the systematic literature review methodology involving 257 studies in the final stage. The Scopus and Google Scholar databases with search criteria “employee relations” and “employee relations and sustainable organization” were used to achieve the research objective. After applying inclusion and exclusion criteria, researchers come to the distribution of the articles based on the subthemes, geographical region, types of methods, top authors with affiliation and complete research articles based on the citation. In the final stage, this study concluded with the conceptual model comprising mediators and moderators of ER as well as the mediating and moderating variables of the relationship between ER and sustainable organizations.

The reviewed literature shows that employee relation is an optimal strategy for retaining employees via proper disclosure of human resources (HRs) and ER Index. This study included the top six publishers, namely, Emerald, Elsevier, Sage, Springer, Taylor and Francis and Wiley Online Library, to do an exhaustive review on a specific topic. The findings indicate that after COVID-19, the ER index, HR disclosures and the sustainability of ER are among the new and required paradigm shifts needed to manage a crisis impact and perform productively. The mediator and moderator variables that can improve employee–employer relationships are organizational trusts, organizational justice, perceived job satisfaction, organizational structure and firm ownership. On the other hand, variables that mediate and moderate the relationship between ER and sustainable organizations are organizational climate, organization trust, organization culture, perceived organization support, psychological empowerment, firm ownership, leadership behavior and attitude, respectively. The findings concluded that harmonious and cordial ER are pertinent in building sustainable organizations and accomplishing organizational goals.

The mediating and moderating variables that have been identified can be helpful for enthusiastic researchers in contributing to empirical research. Practitioners and managers can use the findings in making an effective organizational model that develops good employee–employer relationships and helps create a culture of trust and harmony. This study focuses on exploring the variables of ER, which strengthens employee–employer relationships and supports organizations to stay agile and attain sustainability to endure in the future.

This study insights on the specific mediating and moderating variables of ER and sustainable organizations. Till date, studies exploring constructs of ER and sustainable organizations are still in deficit. Better employee relation reflects and leads to a more resilient organization. Future researchers should explore the connection between pandemics and ER which is done insufficiently in the present time.