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Private telecommunication companies in Yemen face huge challenges to improve their competitive position. Many of them suffer from performance management systems (PMS) that are not aligned nor integrated and do not give adequate support. This research aims at identifying the current state and quality of PMS in Yemeni private telecom companies and developing recommendations that will assist in improving their performance and competitive position.

As research tools, the performance management analysis – used to measure the quality of a PMS – and the high performance organization (HPO) framework – used to measure the quality of an organization and thereby its ability to achieve sustainable high competitive performance – are applied at three Yemeni private telecom companies.

There is a considerable performance gap between the actual and the ideal PMS in the Yemeni private telecom companies; this performance gap is highly correlated with competitive performance in a negative relationship. Both the structural and behavioral dimensions’ performance gaps have a significant impact on competitive performance, with the impact of the behavioral dimensions being considerably higher than that of the structural dimensions.

The current academic literature on HPOs and PMS in Yemen is scarce. This study adds knowledge to these areas, and thus provides a basis for further study. This research results also help managers of the Yemeni private telecom companies to take strategic action to redesign and implement new and improved PMS to increase their competitive performance.

The purpose of this study aims to explore the dimensions assessing the servicescape of beauty salons and provides suggestions to improve the salon's servicescape.

A mixed-method design is used in the sequence of thematic analysis through focus group technique followed by exploratory factor analysis and confirmatory factor analysis were used to assess the beauty salon's servicescape.

The exploration of factors in beauty salons is determined with three dimensions: the substantive staging of servicescape, the communicative staging of servicescape and the social staging of servicescape. These dimensions are mentioned in the order of importance perceived by the customers. The substantive staging of servicescape was identified with five factors: ambient conditions, facility aesthetics, artifacts, provisions and spatial layout. Communicative staging of servicescape explored four factors: employee duties, employee commitment, employee–customer interactions and employee image. Social staging derived two factors: customer characteristics, customer-to-customer interactions.

The findings enrich the previous literature with the addition of new factors while assessing servicescape in beauty salons and the development of new items through qualitative research in the domain of servicescape.

The study offers the managers to understand the importance of various factors affecting the servicescape in beauty salons. The salon managers can beautify the service environment through the implementation of the factors identified, thus resulting in enhancing the experience of customers at the salons.

Considering no research has been conducted on beauty salons scale development, this study serves as the first empirical research effort.

The purpose of this paper is to explore the effect of affiliative-based humorous leadership on hotel employee outcomes (i.e. resistance to change and upward voice), underpinned by affective events theory. Further, this paper investigates psychological capital as a mediation effect and emotional intelligence as a moderation effect.

Using a structured questionnaire, 554 supervisors of 20 four- and five-star hotels in Sharm El-Sheikh responded based on a time-lagged approach. A Smart-partial least squares (Smart-PLS) v. 3.3.9 was used to analyze the data set.

The findings revealed that affiliative-based humorous leadership has a positive effect on psychological capital, and psychological capital has a positive association with employee upward voice. Psychological capital partially mediated the linkage of humorous leadership with employees' upward voices and resistance to change. According to the results, emotional intelligence strengthened the linkage of psychological capital with employee resistance to change and upward voice.

The findings contribute to the body of knowledge on humor and the development of new ideas in the hospitality literature. This paper adds to the hospitality literature on humorous leadership in developing countries, specifically in Egypt. This paper also provides practitioners with new perspectives as they develop strategies and use humor-related wise leadership styles in the workplace.

To the best of the authors’ knowledge, this paper is one of the first studies to assess affiliative-based humor in leadership in the hospitality industry. This paper contributes to future studies on the crucial effect of workplace engagement and its association with employees’ novel and intriguing actions and offers a good guideline for organizations and enterprises wishing to better leverage leader humor.