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Purpose – To provide a behavioural perspective on the relationship between transport and climate change.

Methodology/approach – The factors influencing travel behaviour and the elements critical to behaviour formation are reviewed. The importance of behaviour change measures to reduce the impact of transport on climate change, and the application of behaviour change measures to increase the sustainability of transport, are examined.

Findings – There have been a range of travel behaviour measures implemented, such as individualised marketing programmes and travel plans, which have demonstrated some behavioural change impacts, in turn affecting climate change emissions, although they tend to be localised and small-scale.

Social implications – There is a real challenge to encourage individuals within society to exhibit more sustainable travel behaviour.

Originality/value – A range of behavioural issues still need to be resolved in terms of the relationship between transport and climate change, including a need to influence attitudes, to bridge the gaps between attitudes and both behaviour and intention, to make an impact at points of transition for individuals, to use cognitive dissonance as a way of harnessing social norms, and to understand more fully social pressure and group influence.

Organization development (OD) and people analytics (PA) have developed and are typically practiced as entirely separate and nonoverlapping disciplines in organizations. We review the principles underlying each of the two disciplines and show much greater overlap and similarities than commonly believed. An integrated framework is provided, along with examples of OD tools that should be part of the PA toolkit for any practitioner. Case studies of what the integrated framework looks like when applied in practice are discussed.

Building on a TripAdvisor data for five Mediterranean destinations, namely, Greece, Croatia, Italy, France and Spain, this study analyses the constituents of restaurants' online reputation and their interrelation with destination competitiveness, in particular two Travel and Tourism Competitiveness Index (TTCI) pillars, namely, Prioritisation of Travel and Tourism and Price Competitiveness.

The analysis has revealed that restaurants' online reputation is positively influenced by two factors, namely, Core elements, i.e. cooking, service and price-quality ratio, and Price. Furthermore, the restaurants' online reputation does not influence destination competitiveness (TTCI) directly, but indirectly throughout its main constituents, i.e. service and price. Price is the only variable with significant influence on overall TTCI. Within the sample of these destinations, Balkan countries, i.e. Greece and Croatia, perform very well in terms of their restaurants' online reputation. On the other hand, considering the overall TTCI rating, their competitive positions are substantially lower than those of Italy, France and Spain.

The study provides new insights into the relationship between gastronomic offer and destination competitiveness, and valuable practical implications for destination and hospitality management. Moreover, this study addresses various gaps in existing research on this topic. Specifically, it validates the reputation elements presented online using TripAdvisor data and analyses the impact of electronic Word of Mouth (eWOM) not only as the outcome variable of other constructs, as is the case in the literature, but also as a central construct of the analysis. In doing so, it extends current research on this topic and fills the gap regarding the inclusion of the supply-side stakeholder perspective, which has long been recognised as necessary in any attempts to measure competitiveness.

Models of value creation that have been proposed for supporting value-based management are described and analyzed, including the Balanced Scorecard, the Baldrige Quality Award Criteria, the Deming Management Method, the Service-Profit Chain, and the Skandia Intellectual Capital Model. These models are compared, their potential for guiding the identification of value drivers and performance measures for value-based management is assessed, and management issues that must be addressed if such models are to contribute to long-run value creation are explored. These issues include causally linking value drivers to each other and to financial outcomes, the extent to which the models take a dynamic, or whole-system, view of value creation, and whether multiple value drivers should be explicitly weighted and combined to form a “value index.” Finally, the substantial body of research evidence linking intangible value drivers to financial outcomes is reviewed, and some directions for further research are offered.

Brand management in industrial markets is an important subject. The relative youth of this interest implies gaps in the understanding of the phenomenon, though. With regard to the emphasis on brands in today's competitive markets, improving the understanding of brand meaning and impact in diverse industrial situations and organizations is valuable to both management and theory. This paper adds to the expansion of such insights by applying the notion of brands to subcontractors; their market offer and situation. An overview of the brand concept and brand research in industrial markets directs the discussion. The chapter reports on a qualitative study with the aim to support better comprehension of the meaning and impact of brands in a subcontractor context. The study focuses on buyers' decision-making processes. Customers, although they ultimately focus on product price and quality, rely on corporate brand image for making decisions at several stages of purchasing. Buyers normally face a situation where they must choose among a number of potential suppliers, where they perceive uncertainty and limits regarding time and information. In the process of finding and selecting suitable suppliers, subcontractor corporate brands therefore revolve around proxies for expertise and reliability. A focus on subcontractor brand management can render benefits to individual suppliers concerning the amount of potential clients and signed contracts. Also, paying more attention to corporate brand meaning and content can improve the efficiency of matching buyers with supplier.

Value for money (VfM) is a concept widely recognized by many even beyond the field of the built environment. A concept known as value management (VM) is one of its kind that construction professionals and clients employ towards achieving vVfM. This study critically examined the VM practices of the construction sector of Northern Cyprus. The first section introduced what value management is from various professionals views and the concept behind it. The second aspect of this work looked at VM considering various expert research on the field. The third section looked at how VM is practised in Northern Cyprus. The result shows that VM practice is still in its infancy even though some construction companies or firms have adopted the process for some of their projects. The term value management is not common among the construction professionals in Northern Cyprus, but instead, they are more familiar with what they called ‘job plan’.

To explore people’s attitudes towards bus service quality and bus use.

The study is a natural experiment that uses primary data collected from questionnaires, which were conducted to Maltese residents. The information was collected two months before the bus service reform and one year afterwards.

Results cast doubt on whether current policy measures regarding bus service quality are adequate to contribute to a modal shift from car to bus use.

Provides insight on whether current policy measures are sufficient in order to obtain an increase in bus patronage.

The case study of the Malta bus service reform provides an opportunity to study people’s attitudes in a quasi-experimental situation. Additionally, the research sheds light on the possible impact that bus service reforms have on people’s attitudes.

Vienna, Austria’s capital, is one of the most liveable cities worldwide and has undertaken various efforts to foster the attractiveness of walking. Although the share of walking in Vienna is already high, the city aims to further increase the level of walking trips, combined with the ambitious goal of 80 per cent of Eco mobility by the year 2025. In recent years walking has been integrated into different strategies and plans (such as Vienna’s smart City Framework Strategy, Urban Development Plan 2025 and Strategy Paper Pedestrian Traffic). In addition, the City of Vienna has instituted the Mobility Agency for Vienna with its own officers for walking and cycling. Infrastructure measures were complemented by strong communication activities. 2015 was declared as the ‘Year of Walking’, with a wide range of events, products and services to promote walking. To supplement these activities, a personalised travel planning campaign was integrated to encourage people to replace short car trips with active travel modes. The ‘Year of Walking’ 2015 campaign increased the awareness about the benefits of walking among citizens and improved Vienna’s image as a city suitable for walking. The latest modal split numbers and monitoring activities show the success of the integrated approach by an increase of walking trips. As walking has positive impacts on people’s health and the development of a healthier and more liveable urban environment, the City of Vienna is on the right path to foster a sustainable urban mobility lifestyle and quality of life for its citizens.