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Online data collection is gaining momentum throughout the market research business. At the same time internet users and their online information and booking behaviour are becoming more and more important for the travel and tourism industry. This paper aims to investigate this issue.

The paper researches internet users' travel and information/booking behaviour through online surveys. However, this approach is prone to critical methodological limitations. One of the main issues in this respect is the question of proper definition of the universe and sampling procedures. The paper shows today's chances and limitations of sampling using list‐based e‐mail invitations and online access panels.

Results indicate that sampling method and length of field time have a substantial influence on response rates. It can further be shown that results from online travel research differ from results obtained in face‐to‐face interviews even when focussing on the same target group.

As long as online research differs from research on internet users to such an extent, online surveys seem to be rather a good complement than a substitution for more traditional research methods.

The paper shows the limitations and chances of online travel research based on the unique comparison of data from a face‐to‐face and online access panel surveys.

The purpose of this paper is to clarify the mechanisms of conflict between residents and tourists and to propose a conceptual model to assess the impact of such conflicts on city tourism and to suggest a framework to develop strategies to deal with such conflicts and mitigate negative impacts.

Based on desk research a conceptual model was developed which describes the drivers of conflicts between residents and visitors. Building blocks of the model are visitors and their attributes, residents and their attributes, conflict mechanisms and critical encounters between residents and visitors, and indicators of the quality and quantity of tourist facilities. Subsequently the model was used to analyse the situation in Hamburg. For this analysis concentration values were calculated based on supply data of hotels and AirBnB, app-data, and expert consultations.

The study shows that in Hamburg there are two key mechanisms that stimulate conflicts: (1) the number of tourists in relation to the number of residents and its distribution in time and space; (2) the behaviour of visitors measured in the norms that they pose onto themselves and others (indecent behaviour of tourists).

The model that was developed is a conceptual model, not a model with which hypotheses can be tested statistically. Refinement of the model needs further study.

Based on the outcomes of the study concrete strategies were proposed with which Hamburg could manage and control the balance of tourism.

City tourism has been growing in the last decades, in some cases dramatically. As a consequence, conflicts between tourists, tourism suppliers and inhabitants can occur. The rise of the so-called sharing economy has recently added an additional facet to the discussion. The ability to assess and deal with such conflicts is of importance for the way city tourism can develop in the future. This study is an attempt to contribute to the understanding of the mechanism behind and the nature of those conflicts, and the way they can be managed and controlled. Besides it illustrates how data generated by social media (apps) can be used for such purposes.

The purpose of this paper is to introduce a new data source available for researchers with interest in human resources management (HRM) and personnel economics, the Linked Personnel Panel (LPP).

The LPP is a longitudinal and representative employer-employee data set covering establishments in Germany and a subset of their workforce and is designed for quantitative empirical human resource research.

The LPP employee survey applies a number of established scales to measure job characteristics and job perceptions, personal characteristics, employee attitudes towards the organization and employee behaviour. This paper gives an overview of both the employer and employee survey and outlines the definitions, origins, and statistical properties of the scales used in the individual questionnaire.

The paper describes how researchers can access the data.

First, the data set combines employer and employee surveys that can be matched to each other. Second, it can also be linked to a number of additional administrative data sets. Third, the LPP covers a wide range of firms and workers from different backgrounds. Finally, because of its longitudinal dimension, the LPP should facilitate the study of causal effects of HRM practices.

The purpose of this paper is to expand our understanding on team listening by incorporating an action component. The authors empirically test the effect of this expanded concept, namely team action listening on team success, and investigate how team commitment moderates the relationship between team trust and team action listening.

The authors explored listening in teams in the field and in the lab, both qualitatively and quantitatively, through studying 474 team members representing 100 teams. The authors tested the hypotheses by structural equation modeling augmented with in-depth team interviews.

The findings showed that: teams demonstrate that they listen by taking action, teams that exhibit action listening are more successful, there is a direct relationship between team trust and team action listening and team commitment negatively moderates this relation in larger teams.

Managers should encourage taking action in team discussions. Yet, they should be wary of the detrimental effects of team commitment to team action listening particularly in teams with high trust. Commitment increases the risk of groupthink and decreases the participation to team discussions and listening. In particular, managers may benefit from keeping the team smaller, as in large teams, commitment suppresses the relationship between trust and team action listening.

This study extends research on team listening by adding the action aspect that distinguishes successful teams. It is one of the first to investigate the interrelationships between team trust, commitment, team action listening and success in teams.