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Adopting a social capital theoretical (SCT) lens, this study aims to propose a conceptual framework of effective internal communication (IC) for the hospitality industry. The study explores how to enhance current practices and the suitability of social media as an augmentation to traditional IC channels.

A qualitative research methodology, consisting of 20 semi-structured interviews with hospitality employees, was adopted. Following a “reduction” and “interpretation” process, 16 themes related to effective IC were identified which informed a conceptual framework.

Characteristics of effective IC were identified in addition to IC benefits at both employee and organizational levels. Considering the limitations of current practices, the applicability of social media was explored. Requirements of effective IC suggest that new channels (e.g. social media) should be adopted to build social capital.

The study informs SCT from a meso-level (process) perspective. The articulation of an IC framework informs how social capital can be built through effective IC, providing a foundation for further empirical examination as to the impact of various channels on the IC process. Adoption of a case study design suggests that results and implications can only be generalized to similar environments.

The study details the characteristics of effective IC and its subsequent benefits, highlighting how social media can augment current IC practices in a hospitality organization.

Being a 24/7 labor-intensive operation makes employee communication to ensure service excellence challenging in the hospitality industry. Through the application of SCT and the exploration of social media in a workplace setting to enhance IC, significant theoretical and practical insights are realized.

Wine as a research topic continues to address a plethora of diverse contexts. In consideration of this scope and abundance of wine literature, this study aims to provide guidance for future meaningful contributions to this existing body of wine knowledge through a comprehensive scholarly review.

A total of 22 wine business, hospitality and tourism journals were selected and used to identify 739 refereed articles addressing wine-related topics over a 26-year period from 1990 to 2015. This was segmented using five wine research time frames, which were then separately investigated using content analysis and keyword network analysis.

Results support the importance for continued refinement of certain research areas to add understanding to wine research. In particular, the topics of marketing and tourism pertaining to wine research have fragmented into much more specialized sub-segments over this 26-year period.

Limitations include generalizability of findings because of the study’s use of 22 journals, along with the selected 26-year period. Future research should examine other time periods using other publications in peripheral and in non-related areas to seek topics potentially and inadvertently overlooked by this process. Significant topics and trends regarding wine research were identified and classified according to time periods. Information has been provided for future directions and new research agendas.

Based upon an examination of time periods segmented by half-decades, keyword network analysis was used to explore wine research trends. Using keyword network analytics, this method for identifying networks between key words produced findings that have brought the literature regarding wine research to a current status allowing academics to gain insights into potential direction for future research needs.

This paper seeks to understand how new practices that challenge established norms and values become institutionalized by studying the development of corporate philanthropy in France over three decades (1979–2011). Our inductive qualitative study uncovers the processes that enable actors at both field- and organizational-levels to enhance a new practice’s internal and external legitimacy, ultimately leading to its institutionalization. In particular, we identify the central role of a community of practice as a bridge between the field-level, purposive interventions (theorizing, influencing policy) of an institutional entrepreneur and the organizational-level, emergent interventions (mobilizing, embedding) of frontline practitioners experimenting with the new divergent practice, thereby enabling its legitimation and, ultimately, its institutionalization. As such, our findings contribute to refining our understanding of institutionalization processes as inherently distributed and to uncovering communities of practice as the missing link between “heroic” entrepreneurs’ interventions and the hidden work of frontline practitioners implementing the new practice.

According to the literature, on an average, it takes around three to four years to develop a new product and about 50 percent of the costs incurred in product development (PD) tend to be spent on waste that occurs during the PD process. Hence, organizations are implementing various alternative methodologies such as Concurrent Engineering (CE), Lean Product Development (LPD)/Lean New Product Development (LNPD), and Agile Product Development (APD)/Agile New Product Development (ANPD) to improve their existing PD process. However, it is not clear: how does an organisation or a PD manager choose between these alternative methodologies for improving their PD process?

Since the above‐mentioned problem requires multiple factors/criteria/elements (in short, it will be called as “attributes” for the sake of simplicity) to be considered simultaneously; the use of a Multi‐Attribute Decision Making (MADM) model is warranted. The most commonly used MADM model, namely the Analytic Hierarchy Process (AHP) is utilized to model the above problem using a hypothetical case situation.

In this paper, the different attributes that are to be considered while making a decision of selecting a suitable PD methodology were identified. Furthermore, the results of AHP indicated that LPD is a better alternative for the case situation under consideration.

According to the authors' knowledge, no paper exists in the literature of AHP or PD or LPD/LNPD that discusses the application of AHP for the selection of a product development methodology, especially for making a strategic decision in a product design and development department of an organisation.