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The purpose of the study was to examine travelers’ attitudinal and behavioral loyalty to the product type of peer-to-peer (P2P) accommodations (as opposed to a brand).

P2P accommodations’ hosts provided contact information for their guests from the prior two years who were contacted to participate in the study. Respondents answered questions about their travel party, trip purpose, factors leading to their P2P accommodation stay and attitudinal and behavioral loyalty around P2P lodging.

Autonomous motivators (dislike of big hotel chains and experience authenticity) and controlled motivators (location and cooking facilities) were positively related to attitudinal loyalty to P2P accommodations. Price predicted behavioral loyalty in the form of repeat purchase behavior and attitudinal loyalty did not.

Limitations of this study include the representativeness and size of the sample, the generalizability of the results, cross-sectional nature of the data and respondents’ recall ability. Despite a favorable attitude toward P2P accommodations, only price accounted for travelers’ repeated choice of P2P accommodations over hotels.

While attitudinal loyalty was explained by the dislike of big hotel chains and experience authenticity in P2P accommodations, it did not translate into repeated purchase behavior. Behavioral loyalty to P2P seems all about price, which begs the question of whether price is the most meaningful competitive lever in the battle between conventional hotels and P2P.

Hotel brand loyalty refers to consumer choice of brand within the conventional hotel product type. This study presents the first effort to understand consumer loyalty to a lodging product type, specifically P2P accommodations, and not a particular brand.

The purpose of this study was to investigate travelers’ preferences for peer-to-peer (P2P) accommodations or hotels when traveling for leisure or business purposes given the rise of P2P accommodations in the form of Airbnb, Vacation Rentals by Owners (VRBO) One Fine Stay, etc.

VRBO hosts in Denver, Colorado, USA provided contact information for 788 travelers who stayed with them over the prior three years. These travelers received an email survey and the opportunity to be entered in a drawing for one of three US$250 gift cards.

P2P usage was driven by leisure travel. The most influential factors in the choice of P2P over hotel were price, location, party size, dwelling size and trip length. When choosing a hotel for business travel, the influential factors were location, safety and security, price and knowing what one will receive in the way of facility and services.

The external validity of the findings is limited as the study was conducted in one US city using travelers of only one P2P accommodations platform.

Hotels may want to leverage their loyalty programs and stress the importance of safety and security when traveling as a means of competing with P2P accommodations.

Given limited empirical research on P2P accommodations, this study provides an informative first look at the preferences and behaviors of travelers using P2P accommodations and points to a growing loyalty to P2P accommodations versus hotels in the leisure segment.

Although most consultants appreciate the role emotions play in change projects, many have little understanding regarding emotions and how they influence behavior. By providing a basic framework of emotions, and explicating how emotions affect cognitive processes and behavior, argues that emotions and change projects are interlinked. Because the client’s need for help is typically triggered by negative circumstances, clients often experience unsettling negative affective reactions they wish to alleviate. Although consultants are ostensibly hired to provide expertise and assistance on matters of content, we argue that clients’ manifest requests for assistance are also almost always implicit calls for emotional help. The emotional help that consultants may provide consists of effectively managing the client’s emotional needs in two arenas: the situation in which the client finds him or herself, and the client‐consultant relationship.

Managers in manufacturing environments often engage in fire‐fighting rather than taking a more proactive approach to management. It is argued that, although often necessary, fire‐fighting has negative consequences associated with a focus on solving organizational symptoms rather than problems or predicaments. Additionally, many believe the empowerment of front‐line service workers is key to a successful service recovery procedure or program. Three different types of empowerment – service recovery, problem solving, and customer service – are presented and it is shown that service recovery empowerment is associated with fire‐fighting. The practical, managerial implications of these three types of empowerment, and of fire‐fighting, are discussed.

The “sharing economy” has blurred the lines between personal and commercial operations for many sectors of the economy. A convergence has occurred between hotel companies and home sharing platforms, as Airbnb is investing in brick-and-mortar hotels, and conversely hotel companies are investing in home sharing platforms as each of the sectors tends to mimic the other. Important aspects for the hosts of Airbnb are the quality of social interaction between guest and host and the level of authenticity of social exchanges provided by interactions with locals. There is both a quantitative and qualitative demonstration of professionalization within Airbnb's organization. The aim of this research is twofold: to measure to what extent guests are aware of the professional level of the host and to evaluate the importance of these professional aspects at the different moment of the vacation process (booking, stay, and post experience).

To present an improvisational theater game (ITG) workshop design that allows participants to surface their perceptual shortcuts, practice alternative behaviors, overcome biases, and expand their repertoire of managerial skills.

The ITGs described in this paper were originally presented by the authors to management professionals in US classroom settings from approximately 1995 through the present.

Managerial processes involving interpersonal communications are imperfect because they are greatly influenced by perception. Perception often involves shortcuts, however, which may have significant negative effects on managerial functions, but these effects can be mitigated by applying ITGs – a particularly effective method of arts‐based experiential learning – to management development.

This is not an all‐inclusive workshop design of ITGs for management development, but one example for practitioners' use. Many other ITGs exist outside of this design. Also, this workshop was tested and presented in the USA only, thus its utility in other countries cannot be generalized from the findings.

A step‐by‐step guide on conducting ITG workshops, with a discussion of how and why they can be effective.

This paper provides detailed technical resources for practitioners who wish to incorporate ITGs in their management development programs.

The purpose of this study is to examine specific use of strategic alliances and acquisitions for Chinese firms to catch‐up technologically and to enhance their internationalization competence.

The paper offers a conceptual analysis of internationalization through either FDI or strategic alliances. This is a novel approach, as most of the extant literature tends to view internationalization solely through the prism of FDI. The empirical evidence presented in the paper is twofold. First, it analyses empirical data on strategic alliances and acquisitions retrieved from Thomson SDC database, a premium business directory. Second, it also approaches the topic qualitatively, by offering a case study of Chery Automobile Co. Ltd, a Chinese company that has relied heavily on strategic alliances in its internationalization strategy.

First, the study finds statistical evidence of a rising trend of formation of outward strategic alliances by Chinese firms. Second, the authors demonstrate the specific benefit of strategic alliances for Chinese firms to technically catch up and enhance internationalization competence. It is found that strategic alliances give Chinese firms opportunities to learn from front‐runners in terms of gaining technological capabilities, and there are advantages in tagging developing and advanced markets. The main findings suggest that the internationalization of Chinese firms is in a process in which they gradually integrate technology and marketing/logistics alliances. This approach allows for sufficient time to learn and absorb new skills and technology. Moreover, Chery's case indicates that a series of successful international strategic alliances could also generate tremendous bargaining power for Chinese firms when undertaking subsequent international activities.

This paper contributes to the small but growing body of literature on the internationalization of Chinese companies, their technological catching‐up activities. Unlike previous studies that mainly focus on state‐owned Chinese firms' internationalisation through outward FDI (such as M&A), the paper particularly contributes to the exploration of strategic alliances' effectiveness for private and latecomer firms' internationalization. Empirically, the data analysis and case study reflects the benefits for Chinese firms to enter into strategic alliances with European firms in order to enter into European market and to acquire technological capabilities.

This article, written in case format, has been written to assist the novice case writer in case research and writing. The article covers all aspects of case writing including: idea generation and sources of cases, working with primary and secondary case sources, obtaining client releases, writing the case story line, developing a catchy ‘hook’, using the past tense, providing supporting exhibits, and providing a bibliography for the case. The teaching note (or instructor's manual)is also covered in detail including: an overview of the case, learning objectives, course placement and targeted audience, instructional methodologies, case questions and answers, the epilogue, and the bibliography. Appendix A includes a discussion on case publishing and includes a list of journals and conferences which accept cases.

The purpose of this paper is to exhibit the influencing factors on and the process of internationalization with regard to Chinese automobile companies.

The author adopts an explorative approach to investigate the 12 major Chinese automobile manufacturers in terms of sales for the year 2010. Concentrating on the automobile industry in China, the author provides context and comparability.

The findings show that the internationalization of Chinese automobile companies cannot be explained by one theoretical model only and challenge previous internationalization research. Nevertheless, in retrospect, some patterns can be seen. Until the year 2000, technology was absorbed through domestic joint ventures with Western manufacturers. Up to 2010, internationalization involving exports may be viewed as having been a “test” phase, becoming a strategic goal defined by the Chinese government. Different internationalization attributes are aggregated into a comprehensive ranking of the case‐study companies. The ranking is analyzed with regard to managerial and company influences, as well as to incentivizing factors that potentially generate internationalization. As an incentivizing factor, the governmental environment plays a crucial role, having designated the automobile industry as one of China's pillar industries.

The paper gives new insights into internationalization processes on an industry level. In particular the Chinese strategic approach to internationalization is exhibited and discussed for the automobile industry.

Currently, people leaving prisons face concurrent risks from the COVID-19 pandemic and the overdose public health emergency. The closure or reduction of community services people rely on after release such as treatment centres and shelters has exacerbated the risks of poor health outcomes and harms. This paper aims to learn from peer health mentors (PHM) about changes to their work during overlapping health emergencies, as well as barriers and opportunities to support people leaving prison in this context.

The Unlocking the Gates (UTG) Peer Health Mentoring Program supports people leaving prison in British Columbia during the first three days after release. The authors conducted two focus groups with PHM over video conference in May 2020. Focus groups were recorded and transcribed, and themes were iteratively developed using narrative thematic analysis.

The findings highlighted the importance of peer health mentorship for people leaving prisons. PHM discussed increased opportunities for collaboration, ways the pandemic has changed how they are able to provide support, and how PHM are able to remain responsive and flexible to meet client needs. Additionally, PHM illuminated ways that COVID-19 has exacerbated existing barriers and identified specific actions needed to support client health, including increased housing and recovery beds, and tools for social and emotional well-being.

This study contributes to our understanding of peer health mentorship during the COVID-19 pandemic from the perspective of mentors. PHM expertise can support release planning, improved health and well-being of people leaving prison and facilitate policy-supported pandemic responses.