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The main aim of the present research is to investigate the tea and coffee experience of travellers around the world and clutch the dimensions of tea and coffee museum experience.

Travellers who had experienced tea and coffee museums were purposefully selected as a sample group for the study. As tea and coffee museums that are benefiting from user-generated content (UGC) are limited, a qualitative multiple case study method has been chosen to enrich more comments and obtain more data. For the data gathering, as a UGC platform, TripAdvisor was benefited.

According to an inductive content analysis of reviews, the model of dimensions of tea and coffee museum experience that consist of nine main categories revealed: educational experience, authentic experience, memorable experience, participatory experience, shopping experience, atmosphere, facilities, employees and tour guides and negative experiences (negative staff attitudes and skills, lack of foreign language explanations and cleanliness).

To the best of the authors’ knowledge, this study is the first to examine the tea and coffee museum experience of travellers around the world. It contributes to the gastronomy literature by providing the dimensions of the tea and coffee museum experience.

The purpose of this paper is to show how tea relates to hospitality in both the home and commercial contexts. Tea, when taken out of the home situation, represents a service product with a resultant revenue stream that has the potential to be more than a “cuppa”.

This viewpoint reviews related literature and management strategies.

Identifies from a practitioner viewpoint the possibilities for using tea to increase profits within the hospitality business.

Argues that tea drinking is pivotal to a wide array of hospitality events and that its potential to generate revenue is often underestimated.

An original look at a very old service.

Seasonality in tourism has a profound impact on the management of human resources in organizations operating in a seasonal context. Tourism employment in Canada is profiled and its seasonality examined in Atlantic Canada, where seasonal tourism employment is common. A model for managing seasonality in employment is proposed as a continuum, ranging from “embracing” to “challenging” seasonality. For each approach, differing human resource management practices are identified and operational impacts are discussed, providing possible strategies for employers operating in seasonal tourism contexts. Ongoing research is planned in Atlantic Canada’s accommodations sector, testing the model for managing seasonal tourism employment.

The purpose of this paper is to investigate the interrelationships among coffeehouse brand experiences, customer satisfaction and perceived value in generating patrons’ repeat purchase intention.

The survey sample consisted of 379 coffeehouse patrons who visited an international chain coffeehouse in a metropolitan city of South Korea.

The results of the structural equation modeling revealed that a coffeehouse brand experience exerted a significant influence on customer satisfaction and perceived value. The repurchase intention was found to be a significant and positive function of customer satisfaction and perceived value. Moreover, the result of the metric invariance test demonstrated a significant moderating impact on the relationships between coffeehouse brand experiences and customer satisfaction, coffeehouse brand experiences and perceived value, and customer satisfaction and repurchase intention.

An examination of the moderating role of switching costs demonstrated that the relationships between coffeehouse brand experiences and customer satisfaction, between coffeehouse brand experiences and perceived value and between customer satisfaction and repurchase intention differed across switching costs groups. More specifically, the relationship strength was greater for the high group of switching costs than for the low group.

The present study provides coffeehouse management with a better understanding of the underlying mechanism of patrons’ repurchase decision generation process.

The Travel and Tourism Research Association‐Canada Chapter held its 27th annual conference in Niagara Falls, Canada, from 14‐16 October 2001, with the theme of optimizing destination development. This paper is a summary of the presentations and workshops. Aside from a research case study of the Niagara region, two keynote addresses and a final plenary session, the conference dealt with six sub‐themes: the environmental and human sides of optimization, innovations in destination development and marketing, challenges associated with them and, finally, the relationship between food, wine and tourism. Two workshops were held on the effective use of online surveys and on the process of developing a tourism optimization management model (TOMM), using Niagara Falls and knowledge gained from the research case study as a basis for building it.

This paper aims to demonstrate how attractions and experiences associated with coffee can contribute to dissemination and knowledge of its culture and to the development of coffee tourism in Portugal.

A case study methodology is applied, focusing on the Coffee Science Centre – Delta Interpretation, Scientific and Technological Promotion and Tourism Promotion Centre (CCC).

Results indicate that this type of attraction can be used to disseminate coffee culture by providing differentiating and enriching experiences to tourists, and most importantly, by developing tourism in a sustainable way.

This study contributes to expanding the knowledge on coffee tourism, an under-explored field of study, particularly in Portugal, where to the authors knowledge, there is no applied research within this scope.

The purpose of this paper is to argue that human resource development (HRD) needs to embrace and include futures and foresight learning (FFL) as a new addition to its field of theorising and practice. The question to consider is: How can FFL become a new feature of HRD? A key part of the authors’ argument is that the inclusion of FFL will enable HRD to add to the success of any organisation and make a vital contribution to the management of people at work.

This paper firstly considers some of the debates surrounding the meaning of HRD. The authors suggest that instability of the time serves to disturb any comforts that have been created in HRD and that there is a need to consider how there might be different futures for what we still call HRD in research, practice and praxis. This paper then considers how FFL might become one possibility for expanding the existing boundaries of HRD. The authors characterise futures and foresight as a learning process, which provides new but complementary features to what is already considered as HRD. This paper will show how FFL can lead to organisation's success and the way this can be achieved.

There is a wide variety of meanings of the term HRD; however, HRD is still cast as a “weakened profession” which has to play a subservient role to others in the workplace. Over the last 15 years, the expansion of the meaning of HRD has been seen as evidence of its evolving and emerging nature and development based on a co-creation with other disciplines. This creates a space for FFL, defined as an ongoing learning process to find predictable, probable, possible and/or a variety of long-term futures. FFL embraces three key processes of scanning, futuring and reconfiguring, all of which contain a high potential for participants and others to learn as they proceed, providing outcomes at each stage. FFL has been shown to enhance organisation performance and success and HRD interventions can play a key part in implementation. This represents a significant opportunity for the HRD profession to move from weakness towards strength.

For HRD researchers, while FFL is not yet on its radar, the authors would argue that the uncertainties of the future require that more attention be given to what might lie ahead. Indeed, HRD researchers need to ask the question: What is the future of HRD research? In addition, if the authors’ call for FFL to be included in the practice of HRD, such practice will itself provide new pathways for HRD research. Further research questions might include: To what extent is FFL practiced in organisations and what role do HRD practitioners play in delivery? How does FFL impact on organisation behaviour and outcomes? What new products and services emerge from FFL? What new skills are required to deliver FFL? Can FFL enhance the status of HRD practitioners in the work place and its role in decision-making? and How can the HRD profession develop as a hybrid profession with respect to machine learning (ML)/artificial intelligence (AI)?

FFL produces outcomes that have importance for strategy, HRD practitioner can learn to facilitate FFL by action learning and in leadership development programmes. FFL offers a significant opportunity to enhance the importance of HRD in organisations and beyond. FFL offers those involved in HRD a significant opportunity to transfer ideas into practice that have an impact on organisation sustainability. HRD can play a significant role in the design and delivery of ML and AI projects.

This paper concludes with a call for embracing FFL as a challenging but important addition to how we talk about learning at work. The authors argue that FFL offers a significant opportunity to enhance the importance of HRD in organisations and beyond. At its centre, FFL involves learning by people, groups, organisations and machines and this has to be of concern to HRD.

The purpose of this paper is to empirically examine the issue of convergence in the monthly returns, rental growth and yields for ten market segments in the UK direct real estate market, using monthly data over the period from January 1987 to December 2014.

The methodology used to determine convergence is principal component analysis as it provides an assessment of the extent to which the variance of the market segments can be represented by a single common factor, explaining their long-run behaviour, and the degree of independence between the market segments.

The results suggest that there is strong evidence of convergence over the entire sample period in relation to monthly returns and yields but less evidence of convergence in rental growth, which confirms the findings in previous studies in international markets.

The evidence also suggests that convergence has increased over the sample period and that convergence is period specific and was particularly strong during and after the period of the Global Financial Crisis, which implies that the UK direct real estate market is largely integrated and as a consequence the extent of diversification potential in the market is still severely limited.

The convergence in returns has crucial implications for investors as it leaves investors exposed to the same structural shocks and so magnifies the importance of volatility spillover effects, limits their ability to create well-diversified portfolios and make it more difficult for fund managers to outperform the market.

This is the first paper to examine the convergence in the UK direct real estate market.

The purpose of this paper is to examine the model of seasonal employee leadership (SEL) in a service management process and to create a multi-dimensional scale to gauge this construct. This is because very recent qualitative research by Arasli and Arici (2019), which is the first stage of this scale, recommended a multi-dimensional SEL model for the hospitality industry.

Making use of data gathered from 1,343 seasonal hotel employees, the authors established a new scale to examine the SEL model. Two separate data sets were collected; the first set was used to perform an exploratory factor analysis, while the second set was processed to confirm the initial factor results using a confirmatory factor analysis.

The results show that the measurement scale developed in this research provides considerable reliability, as well as convergent and discriminant validities. In particular, the findings confirmed a four-dimensional measurement scale of the SEL: seasonal leader’s qualities, core influence, operational influence and terminal influence.

The paper is the first attempt to develop a new scale which measures the SEL approach in the hospitality literature. Therefore, this study contributes to the current literature through developing and testing the four-dimensional SEL scale and shedding light on the importance of an industry-specific leadership in managing seasonal hotel employees effectively.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).