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This paper aims to investigate hospitality study abroad experiences as an educational service in which the experience encompasses services that combine tangible and intangible actions that require students to move from the classroom to a practical setting. It empirically investigates the relationship between students’ study abroad, perceived value and perceived sacrifice (monetary and non-monetary) with their overall satisfaction and internationalization intentions.

A total of 57 students who had completed an international externship experience were contacted and invited to complete an online survey. The online survey gauged the student’s perception of their externship experience, the overall satisfaction and the internationalization intentions. The instrument also gathered demographic information about the participants. The proposed model was estimated by using partial least squares (PLS) path modeling.

The results indicate that PLS can be used to assess the theory of consumption value for study abroad experiential learning. The results of the hypotheses testing indicate that the value students get and give is a suitable and significant predictor of satisfaction and internationalization. However, students’ satisfaction with their study abroad internship does not predict future internationalization intentions.

This study sheds light on hospitality students’ perceived value, satisfaction and internationalization intentions when they complete a study abroad internship program. The results indicate that the value students get and give is an appropriate and important predictor of satisfaction and attitude toward international education.

本论文旨在研究酒店管理专业出国留学的学生体验, 此体验既包括实体化行动又包括非实体化行动, 使学生走出教室, 进行实际操作。本论文实际检验学生出国留学、价值感知、牺牲感知（物质上和非物质上）、以及他们整体满意度和国际化意向。

本论文采用在线问卷采样形式, 57名参加出国实习项目的学生为问卷样本。问卷主要衡量了学生出国实习体验、整体满意度、和国际化意向。此外, 问卷还采集了人口统计信息。本论文采用偏最小二乘回归（PLS）路径建模的分析方法来分析数据。

分析结果表明PLS可以检验出国体验学习的消费价值理论。 研究结果表明学生得到和给与的价值是一项决定其满意度和国际化意向的指标。然而, 学生对于出国实习的满意度并不能决定其国际化意向。

本论文主要研究了酒店管理专业的学生, 当完成出国留学项目后, 他们的价值感知、满意度、以及国际化意向。研究结果表明学生得到和给与的价值是他们满意度和国际化意向的有效的决定指标

国际化行为、酒店管理专业实习、体验学习、校外实习、出国留学、价值、满意度

The purpose of this paper is to determine differences in perceived needs of training among multi‐unit managers (MUMs) in a large casual dining restaurant organization.

Case study methodology was used to survey a group of 71 MUMs in one organization regarding characteristics of their job. There were a total of 52 respondents for a 74.65 percent response rate. A pair‐wise comparison was used to measure the difference in perceived training needs, followed by a stepwise regression to indicate the relationship between the perceived need for training and the MUM competency levels on their current jobs.

This study found significant differences between the perceived need for training in the current job or to get promoted in areas such as finance and control, marketing and promotions, and human resources. In addition, the perceived need of training in human resources influences how competent and confident multiunit managers feel with regards to doing their job or in being promoted to the next level of supervision.

This research is developed as a case study focused on all the MUMs from one of the top 400 restaurant chains in the USA.

The knowledge obtained from this study will help multi‐unit restaurant organizations in the development of training and development programs and on human resource practices across organizations.

This paper offers insights into how casual dining restaurant MUMs have evolved from “task master” to “people developer” in their organizational roles.

The purpose of this paper is to determine the job characteristics or key success factors of current multi‐unit managers (MUMs) in a large casual dining restaurant organization.

The paper is a case study methodology which was used to survey a group of 71 MUMs in one organization regarding characteristics of their job. There were a total of 53 respondents for a 74.65 percent response rate. Factor analysis was used to determine whether any of the 24 characteristics could be condensed into “factors”.

The paper finds that the eight factors that emerged as key success factors were: single unit operations, standard operating procedures, multi‐unit strategic planning, interpersonal and social responsibilities, travel and visiting units, human relations, effective leadership, and unit level finances, which explained 75 percent of the variance among the individual items.

The paper shows that the current study is limited in its generalizeability as the case study methodology is used. The current study does give researchers a start on categorizing key success factors of MUMs in the twenty‐first century.

The paper can help practitioners to develop training programs for MUMs, as well as to help them recruit people for their MUM ranks that exhibit the skills and knowledge needed to perform the key factors that emerged from the study.

The paper takes the topic of multi‐unit management and develops a model for the key success factors needed for successful operation at that level in an organization. This paper is important for researchers in order to help develop research questions for the future. It is valuable for top management in organizations in order to help them to create development programs and to focus recruitment efforts. MUM is underrepresented in the restaurant industry by females and younger people and this study can help to develop people in these groups.

One of the biggest obstacles facing wine producers today is attracting entry level drinkers. The wine industry has attempted to gain access to this market with a variety of fruit flavoured products appealing to a younger palate. Ostensibly, one of the goals of wine producers is to produce some brand loyalty which they hope will carry over to the main product line. This article tests the hypothesis that appealing to consumers with entry level products will result in consumption of the main product line. The article begins with an overview of wine consumption in the US. They then present a theoretical model of consumer behaviour in which the consumption of entry level products leads to consumption of main product lines. Using data on wine and wine cooler consumption for fifty states and the District of Columbia for the years 1980–2001, the results show that wine coolers did not act as a gateway to wine consumption.

The present research aims to examine the scholarly literature on high-performance work practices (HPWPs). Relevant comparisons were made between the hospitality industry, service industry and various other contextual environments in general business that might impact the choice and implementation of HPWPs, and a set of work practices was proposed for the hospitality industry.

A comprehensive review was conducted of scholarly literature related to HPWPs that was published in the past 25 years (1991-2015). A total of 89 scholarly articles were considered in this summary. Based on this review, HPWPs in the hospitality industry were compared and contrasted with other industry sectors.

There is little consensus among researchers concerning specific HPWPs that should be used by every company to improve their organizational- or individual-level performance. Thus, a specific set of 13 HPWPs that take into consideration the unique characteristics of the industry, based on a review of empirical research, was identified for the hospitality industry as a starting point for future research in the hospitality industry.

Following a comparison of HPWPs in the hospitality, services literature and manufacturing-based industry context, the authors extend the body of knowledge and propose a set of HPWPs for future research in the hospitality industry. HPWPs can have positive impacts on both organizational- and individual-level performance. Thirteen specific hospitality HPWPs were identified that are most beneficial, and the circumstances under which they might yield optimal results enhance the scholar’s understanding of HPWPs and provide guidance to human resource professionals to make evidence-based decisions. A better understanding of HPWPs can assist human resource professionals in making policy decisions that optimize the use of human capital in their organizations.

This paper aims to review the challenges of performance appraisal in organizations and argue that these challenges can and must be overcome.

The authors review research on performance appraisal in organizations and on claims that organizations are abandoning performance appraisal.

Structured performance appraisals are still the norm in organizations around the world. There are clear and practical strategies for improving appraisals. These include improving feedback and removing unnecessary complexity, clarifying the goals of appraisal systems, focusing appraisal on behaviors and outcomes under the employee's control and increasing the fairness of appraisal systems.

Research is needed on the effects of changing the ways performance appraisals are conducted in organizations.

Practical strategies for improving performance appraisal are outlined.

Better performance appraisals will benefit organizations and their members.

This paper refutes the growing claim that organizations are abandoning performance appraisal and illustrates practical strategies for improving performance appraisal.

The purpose of this paper is to empirically examine student interns’ experience by considering perceived value, satisfaction and loyalty in the context of the Disney College Program internship experience for international students. The study incorporates the perceived value of the learning experience based on the interrelationships with satisfaction and loyalty intentions for students from various hospitality colleges in Korea and China.

Asian university students who had completed an international internship experience responded to a post-internship survey. The survey gauged the students’ perception of their internship experience, overall satisfaction, loyalty intentions and value dimensions. The proposed model was estimated by using partial least squares path modeling.

The findings of the hypotheses testing show that the value interns get and give is a significant indicator of satisfaction and loyalty intentions. The value of an international internship experience, especially the get component, has a significant effect on the students’ loyalty intentions for their international internship experience and satisfaction with their experience. Overall, students demonstrate a high degree of attitudinal loyalty.

No other study has examined international student interns’ value, satisfaction and loyalty intentions perceptions of the Disney College Program internship program. Students’ loyalty is expressed mainly as favorable word of mouth for their university and the internship program. They recommend not only their university but also the international internship program in which they participated. They also recommend the internship university to other students.

This paper aims to examine the value proposition of developing a vacation ownership project in Florida and Hawaii by analyzing actual company data.

The study is based on a net present value model approach that was used for analysis of the company financial data.

Results suggest that the vacation ownership alternative produces better financial performance than traditional hotel development.

Research is limited to the case of a company in two main destinations.

The paper helps practitioners by presenting a current approach to consider in their understanding and perception of vacation ownership.

Research is limited to the case of a company in two main destinations.

This study is one of the few investigations about applying real company data and comparing the main timeshare markets.

Responding to a public outcry about the level of executive compensation in many corporations as well as the apparent weak linkage between performance and pay, on October 15, 1992, the SEC (US Securities and Exchange Commission) adopted new rules affecting corporate disclosure of compensation. These rules require that executive compensation and company performance be clearly presented, and that the compensation committee of the board of directors explain how they arrived at their compensation decisions. The new rule affects the 1993 proxy statements of all but the smallest publicly‐traded US corporations, and applies to results from the 1992 fiscal‐year.