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Revenge travel has become a prominent touristic behaviour on a global scale. The study delves into the phenomenon of ‘revenge tourism’ and its far-reaching implications, emphasising the boomerang effects it triggers. This study proposes conceptual framework that examines the boomerang effects of revenge tourism (economic, environmental and social) and explores their relationship with the SDG8 (Decent work and economic growth), SDG12 (Responsible consumption and production) and SDG14 (Life below water). The study finds that the boomerang effects of revenge tourism positively impact all three Sustainable Development Goals (SDGs). It establishes a positive relationship between ‘tourism demand’ (RT1) and its ‘economic impact’ (BE1), along with a positive connection between ‘travel behaviour’ (RT3) and both its ‘environmental impact’ (BE2) and ‘social impact’ (BE3). Additionally, a positive effect of ‘destination image’ (RT2) on ‘travel behaviours’ (RT3) is observed. This underscores the tourism industry's inherent capacity to navigate and mitigate economic repercussions arising from the COVID-19 pandemic. The study concludes by emphasising that while COVID-19 is temporary, sustainability implies permanence through optimal resource utilization and maximising benefits for conservation and local communities. Practical implications are discussed as final thoughts, providing actionable insights for the tourism industry.

This paper aims to explore the role of heuristics in the reassessment of relationship events and how it influences perceptions of commitment, fairness and relationship value. It answers the question of how heuristics interrelate with decision-makers’ evolving interpretations of commitment, fairness and relationship value in a specific buyer-supplier relationship.

This paper presents data from a longitudinal study of an evolving buyer–supplier relationship involving a multinational supplier of fast-moving consumer goods and a medium-sized and highly specialized supplier. It analyzes qualitative data about the use of heuristics in buyer–supplier relationships, and it is based on evidence collected from interviews, presentations, meetings and secondary data.

This paper shows that a buyer’s unexpected behavior can lead to a reassessment of commitment, fairness and relationship value. Heuristics can delay relationship reassessments, however. The case shows that heuristics have a preserving quality and that the effect of transformative events only slowly changes the perception of the value of the relationship. In this change process, the link between commitment, perceived fairness and heuristics is crucial.

This paper contributes to research on the relationship between buyer–supplier relationships and heuristics. In particular, the paper contributes to the understanding of how relational events in a buyer-supplier relationship change the commitment and perception of fairness, and how heuristics change accordingly. On a more overarching level, the study contributes to our understanding of business relationship dynamics.

This study aims to analyse the deployment of mandatory corporate social responsibility (CSR) expenditure incurred by Indian corporate sector, under various development heads as specified by CSR statutes in India.

The thematic distribution of mandatory CSR expenditure is calculated on a large sample of top 500 Bombay Stock Exchange-listed companies in India over a time span of seven years from 2014 to 2015 till 2020–2021. The money spent on each of the specified stakeholders is extracted from the annual reports of the sampled companies to calculate the average expenditure under each of the development heads.

The findings indicate that the distribution of CSR expenditure by Indian companies into various development heads is unbalanced. Some of the heads such as “Education”, “Healthcare”, “Development Projects”, “Employment” and “Environment” attract more CSR contributions, whereas some other equally important heads such as “Art & Culture”, “Sports”, “Armed Forces” and “Technology Incubators” have comparatively received much less contributions in all the years of assessment. However, during the times of COVID, Indian companies proactively contributed to combat the virus so much so that “COVID-19 Relief” received all-time high contributions among all the development indicators.

The institutionalised back up has replaced the randomness in stakeholders’ approach followed by Indian companies. To ensure the balanced development of the country, the disproportionate contribution into various development heads in all the years of mandatory CSR era calls for further assessment of CSR guidelines issued by the Ministry of Corporate Affairs (MOCA).

This study gives significantly novel insights into the CSR literature by comprehensively analysing the deployment of mandatory CSR funds into various development heads as specified by MOCA in India.

Personal data is today recognized as an asset in the digital economy, generating billion-dollar annual revenues for many companies. But how much value do users derive from their seemingly free apps (zero-price services), and what user costs are associated with this value exchange? By adopting a human-centric lens, this article scrutinizes the complex trade-offs users face trying to capture the benefits and unperceived costs that such usage entails.

Using a mixed-method research design, this study is anchored in empirical survey data from 196 participants in Linköping, Sweden. The authors investigate users’ willingness to pay for these services in relation to different types of costs.

The results indicate that users can derive significant value from the use of free services, which can be interpreted as a win-win situation between users and companies. Regarding costs, this research shows that the most significant costs for users are associated with procrastination, sleep deprivation and reduced focus, which can be challenging to identify and evaluate from the users’ perspective.

This study shows that zero-price services provide significant benefits like enhancing social connectivity and offering a wide variety of content. Significant drawbacks, such as increased procrastination and sleep disturbances, highlight the psychological effects of these platforms. These impacts include behavioral changes, emphasizing the influence of online platforms on user engagement. Furthermore, a trend toward single-purchase preferences over free services suggests changing consumer attitudes toward digital payment models. This underscores the need for further research on non-monetary aspects in zero-price markets for better understanding and regulation of the digital economy.

This study shows that users appreciate the accessibility and potential of zero-price services but are wary of privacy concerns. It underscores the need for companies to balance profit objectives with user experiences and privacy requirements. Offering a range of ad-free premium services to meet diverse customer needs can be effective. Users’ high valuation of privacy and transparency suggests businesses should focus on human-centric, privacy-respecting strategies. Increased transparency in data usage and giving users greater data control could enhance the user experience and foster sustainable customer relationships.

The study calls for policymakers to focus on non-monetary risks of zero-price services, such as behavioral changes and digital well-being impacts. They should consider implementing regulations to protect users, especially children, from manipulative designs such as “dark patterns”. Policymakers must balance user protection with innovation, leading to a sustainable zero-price economy. For zero-price service users, awareness of non-monetary costs, like procrastination and sleep deprivation, is vital. Understanding that “free” services have hidden costs is important, especially for younger generations. Managing privacy settings and selective service choices can protect privacy and well-being.

This research shifts the focus from simply valuing personal data based on market prices to assessing the worth of free services themselves. By listing various hidden costs, it underscores the need for increased user awareness and greater corporate transparency. Uniquely, it finds that users prefer making one-time purchases over using zero-price services, extending prior assumptions in the field. Additionally, it also characterizes the zero-price economy ecosystem, highlighting differences between market types and provides a deeper understanding of the zero-price market and its related concepts.

Staffing is one of the most influential human resource (HR) activities and is the primary method of hiring and retaining human resources. Among staffing’s several activities, recruitment and selection are one of the most crucial activities. It is possible to rehire former firm employees using the talent management strategy known as “boomerang recruitment”. The boomerang recruitment trend has tremendously grown because many employees who believe they are qualified for the position now wish to return to their old employers. According to data, boomerang employees can be 50% less expensive than conventional ways of hiring. The purpose of this study is to identify the generic critical factors that play a role in the boomerang hiring process based on the literature review. Next, the objective is to determine the relative weight of each of these factors, rank the candidates, and develop a decision-making model for boomerang recruitment.

This paper focuses on the grey-based multicriteria decision-making (MCDM) methodology for recruiting some of the best candidates out of a few who worked for the organization earlier. The grey theory yields adequate findings despite sparse data or significant factor variability. Like MCDM, the grey methods also incorporate experts' opinions for evaluation. Furthermore, sensitivity analysis is also done to show the robustness of the suggested methodology.

Seven (7) recruitment criteria for boomerang employees were identified and validated based on the opinions of industry experts. Using these recruitment criteria, three candidates emerged as the top three and created a pool out of six. In addition, this study finds that Criteria 1 (C1), the employee's past performance, is the most significant predictor among all other criteria in boomerang hiring.

Since the weights and ratings of attributes and alternatives in MCDM methods are primarily based on expert opinion, a significant difference in expert opinions (caused by differences in their knowledge and qualifications) may impact the values of the grey possibility degree. However, enough attention was taken while selecting the experts for this study regarding their expertise and subject experience.

The proposed method provides the groundwork for HR management. Managers confronted with recruiting employees who want to rejoin may use this model. According to experts, each attribute is not only generic but also crucial. In addition, because these factors apply to all sectors, they are industry-neutral.

To the best of the authors’ knowledge, this is the first study to apply a grey-based MCDM methodology to the boomerang recruitment model. This study also uses an example to explain the computational intricacies associated with such methods. The proposed system may be reproduced for boomerang recruiting in any sector because the framework is universal and replicable. Furthermore, the framework is expandable to include new criteria for different work.

This study examines the role of CEO communication in effective crisis management. Specifically, it examines whether the communication of private information about a CEO can create a positive pre-crisis image that serves as a buffer during actual crises.

This study uses a 2x2 experimental design to analyze the effect of CEO communication (private information vs no private information) on pre-crisis image and its effectiveness in different types of crises (victim crisis vs preventable crisis).

The results of this research show that the communication of private information about a CEO contributes to the improvement of public image perceptions when a crisis occurs. This effect is influenced by the recipient’s identification with the organization as well as perceptions of empathy and competence toward the CEO. Notably, stronger effects are observed in the context of a victim crisis.

This study contributes to the field by highlighting the importance of CEO communication in crisis management and its potential to proactively build a positive pre-crisis image. In addition, it examines how this mechanism varies by crisis type, providing valuable insights for crisis communication strategies.

Corporations are confronted with growing demands to take a stand on socio-political issues, i.e. corporate social advocacy (CSA), which affects their reputation in the public. Companies use different CSA message strategies, including calling the public to support and act on the issue they advocate. Using reactance theory, the authors investigate the impact of CSA messages with a call to action on corporate reputation in the case of a company's gender equality initiative.

A one-factorial (CSA message with or without a call to action) between-subjects experiment was conducted by surveying 172 individuals living in Switzerland. The CSA messages were created in the context of gender equality.

The authors' study indicates that CSA messages with a call to action compared to those without overall harmed corporate reputation due to individuals' reactance, which is higher for CSA messages with a call to action, negatively affecting corporate reputation. The impact of the CSA message strategy with a call to action on corporate reputation remains significant after controlling for issue alignment and political leaning.

Communicating about socio-political issues, especially taking a stand, is a significant challenge for corporations in an increasingly polarized society and has often led to backlash, boycotts and damage to corporate reputation. This study shows that the possible adverse effects of advocating for socio-political issues can be related to reactance. It emphasizes that companies advocating for contested issues must be more cautious about the message strategy than the issue itself.

The present research sought to analyze the effects of customer delight on both internal and external financial structures of publicly traded, service firms.

Primary (i.e. survey) and secondary (i.e. financial records) data sources were gathered. A total of 685 participants responded to one questionnaire focusing on hotels and another one focused on restaurants, both of which measured levels of customer delight and satisfaction. Financial data were gathered from Center for Research in Security Prices, CRSP/COMPUSTAT.

Results of MANOVA revealed that there was a significant difference in the net profit margin (NPM) based on customer delight. Canonical correlation results exposed a significant correlation between satisfaction and delight combined and the financial performance measures (net profit margin, cash flow margin, return on assets and b-beta) combined.

By delighting their customers, managers will achieve higher profit margins. However, these are not likely to result in improved cash flow margin or return on assets. The effects of COVID-19 can alter yearly returns; thus, longitudinal research is needed to continue testing for the effects on delight on financial performance.

The relationship between delight and financial measures had not been previously determined (notwithstanding a few studies using substitute measures for financial performance). The present study uses actual data from the financial filings to empirically test their relationship to customer delight.