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A recent major development in the turnover literature is the introduction of the job embeddedness (JE) construct. Although it has been shown to impact organizational outcomes such as voluntary turnover, there is very limited research on how JE develops or its generalizability. In an effort to begin addressing this gap, this paper aims to investigate a range of presumed organizational antecedents of JE in the context of Vietnam.

A written survey questionnaire was used to collect data from employees in a state-owned company in Hanoi, Vietnam. Of the 473 survey questionnaires distributed to company employees, a total of 292 were determined usable surveys, producing an effective response rate of 61.7 per cent.

The results indicated that organizational rewards, growth opportunities and procedural justice directly influence JE. In addition, perceived organizational support was found to mediate the relationships between these organizational factors and JE.

This study contributes to the literature on both perceived organizational support and JE. In addition, this study is the first to empirically test the relationships among these two constructs and other organizational variables in the country of Vietnam.

Owner operators are an important group of truck drivers, yet have been the subject of very little academic research. Specifically, no research has explored retention issues among owner operators. Thus, this paper aims to employ a segmentation approach to owner operator retention, examining important independent variables that include: pay and compensation, top management support, time at home, and safety.

Data were collected from a large truckload (TL) carrier. The drivers surveyed were irregular route long‐haul drivers. A total of 239 responses were obtained, for a response rate of 74.6 per cent. Latent class regression (LCR), a technique new to logistics and supply chain management (SCM) research, was utilized for data analysis.

The results show there are four different need‐based driver segments, which means that specific driver retention programs must be developed for each segment.

The major limitation of this paper is that an attitudinal measure (intent to stay) was used to assess turnover instead of actual behavior. Additionally, only one demographic variable was collected. Implications of this paper include demonstrating the existence of unique segments within the same sample; the specification of the major attitudinal drivers for each segment; and the need to further study a largely neglected but very important group in the supply chain.

From a practitioner viewpoint, knowing that different groups of owner operators exist will help in developing programs to improve driver retention. Specific recommended actions for each segment are presented. These results will help managers with the retention of owner operators.

Owner operators are an important group when it comes to making the global supply chain function smoothly and efficiently. Yet, little research in logistics and SCM address this group. Driver turnover continues to plague the TL industry and understanding owner operators, and their segments, is critical to improve driver retention, cost structure, and profitability. Also, to determine if segments of this under‐researched group exist, LCR was deployed.

Driver turnover is one of the most pressing issues facing the trucking industry. Low job satisfaction has been identified as a major reason for turnover among employees. Conventional wisdom in the trucking industry is that low pay and lack of home time are the factors that cause driver dissatisfaction. This manuscript investigates this conventional wisdom and draws on the theory of met expectations to help identify other factors that lead to driver dissatisfaction. The results indicate that conventional wisdom is only partially correct, and that the factors that cause driver dissatisfaction are directly controllable by the firm.

The purpose of this paper is to test the whether job embeddedness is a mediator of the relationship between human resource practices and employees’ intention to quit. The study presented here used job embeddedness, a new construct, to investigate its mediation effect on the relationship between employees’ intentions to leave and four areas of human resource practices: compensation, supervisor support, growth opportunity and training.

A questionnaire was given to employees at a state department of corrections asking their attitudes about their job, their place of employment, and the agency as a whole. The results of this questionnaire were analyzed utilizing the four‐step method for mediation analysis.

Job embeddedness fully mediated compensation and growth opportunity, partially mediated supervisor support, and did not mediate training in relation to employees’ intention to quit. Research limitations/implications –A self‐reported, cross‐sectional questionnaire was used to collect all measures. Additionally, this study used a single sample. Future research needs to obtain more diversified samples and continue to expand current research by examining additional areas of human resource practices.

Managers can utilize several strategies and tactics from a variety of human resource practices in order to build deeper links, make a better fit, and create greater potential sacrifices for employees should they decide to look for or pursue other employment opportunities.

This paper presents one of the first studies to examine how job embeddedness develops, and what factors cause employees embedded in their jobs to keep them from leaving the organization.

Much of the research conducted in logistics/SCM has focused on satisfaction/retention of customers. This has left a critical gap for managers: before customers can be satisfied and ultimately retained, a purchase choice of logistics services has to occur. To date, very little research has addressed how logistics customers make purchase choice decisions about logistics services. The purpose of this paper, using logistics research methods, is to introduce adaptive choice modelling (ACM) to address this gap and put forth a research method that is useful for academic researchers and logistics/SCM managers.

This paper provides an overview of ACM, along with a discussion of its important research advantages, limitations, and practical applications. Additionally, an empirical demonstration of this research technique is provided to illustrate how academic researchers and logistics managers can use ACM to better understand the decision‐making process of customers when selecting logistics services.

In order to demonstrate this research technique, a research project was designed and implemented that analyzed the choice process of consumers selecting parcel carriers to ship a textbook. The results show that price, speed of delivery, and tracking are the three most important variables in the selection decision. The results also show that consumers are not homogeneous, but can be divided into five distinct need‐based segments. Recognizing and understanding the nature of these segments should help managers better meet the needs of parcel shippers.

The main research limitation with this study is that it is based on a convenience sample; thus future research will need to replicate this study to confirm the research findings. However, the ultimate purpose of the study is to present a new research method and discuss how to apply this method, so that logistics/SCM practitioners and academic researchers can better understand customers of logistics/SCM services. Thus, while the nature of the sample is a limitation, it should be viewed in this context.

While conjoint analysis has existed for decades, this technique has rarely been implemented by logistics/SCM researchers and practitioners. Instead, logistics/SCM researchers and practitioners have focused more on retention methods and have virtually ignored modelling the actual purchase choice of logistics/SCM services. New advancements in conjoint analysis, specifically the ACM approach, have many important and unique advantages and applications for logistics/SCM researchers and practitioners. ACM has not been used in a logistics/SCM context.

Because information is vital to effective decision making, the fostering of conditions which promote effective use of existing channels of information is therefore seen as a prime element contributing to organizational survival and success (Fulmer et al, 1990). In particular, the way in which characteristics of individuals and the attributes of the tasks they perform, affect the use of different information sources is a pertinent issue in organizational analysis. It is also an important consideration in information systems development and management. Much of the existing research in this area has been dominated by attempts to define appropriate modes of information processing and the construction of models that might enhance effective communication (O'Reilly, 1982; Schick et al, 1990; Kim 8c Lee, 1991). The importance of this area of research has been heightened by the dynamics and complexities of industrial organizations and the need for various modes of information processing to address these dynamics (Kim & Lee, 1991). Also, because the appropriate use of information is the ‘life‐blood’ of organizational dynamics, the identification of aspects that might affect differential use of various channels (of information) is fundamental to an understanding of the area.

Throughout America most managers complain about conducting performance appraisals. Most directors dread the time of the year when they must undergo increasingly strict and stressful reviews and then perform the same for their subordinates.

This paper aims to provide a critical reflection on diversity and inclusion research from the hospitality and tourism literature.

Through conducting a critical reflection, this paper used a thematic analysis focused on integrating the scholarly literature that has developed separately: one focusing on the human resources perspective and another concentrating on customer behavior. This critical reflection bridges the gap between these two perspectives.

The authors develop and offer a research agenda for future research drawing from three areas ripe for future research: human resources management, diversity resistance and marketing. They focus on theory-driven research that has practical applications to make hospitality and tourism more inclusive for both the workforce and consumers.

Meaningful research must be translated into practice, and by addressing these research gaps, organizations can gain insights into diverse worker and customer experiences and create more effective diversity initiatives.

The current literature often lacks an integrated approach that bridges the gap between the two reviewed perspectives: the human resources management and marketing perspectives. A holistic understanding of diversity and inclusion is vital, as it recognizes the interconnectedness between employees and customers within the context of the hospitality and tourism sector is important for several reasons.