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The purpose of this paper is to provide an overview of research and development in the measurement of maintenance performance. It considers the problems of various measuring parameters and comments on the lack of structure in and references for the measurement of maintenance performance. The main focus is to determine how value can be created for organizations by measuring maintenance performance, examining such maintenance strategies as condition‐based maintenance, reliability‐centred maintenance, e‐maintenance, etc. In other words, the objectives are to find frameworks or models that can be used to evaluate different maintenance strategies and determine the value of these frameworks for an organization.

A state‐of‐the‐art literature review has been carried out to answer the following two research questions. First, what approaches and techniques are used for maintenance performance measurement (MPM) and which MPM techniques are optimal for evaluating maintenance strategies? Second, in general, how can MPM create value for organizations and, more specifically, which system of measurement is best for which maintenance strategy?

The body of knowledge on maintenance performance is both quantitatively and qualitatively based. Quantitative approaches include economic and technical ratios, value‐based and balanced scorecards, system audits, composite formulations, and statistical and partial maintenance productivity indices. Qualitative approaches include human factors, amongst other aspects. Qualitatively based approaches are adopted because of the inherent limitations of effectively measuring a complex function such as maintenance through quantitative models. Maintenance decision makers often come to the best conclusion using heuristics, backed up by qualitative assessment, supported by quantitative measures. Both maintenance performance perspectives are included in this overview.

A comprehensive review of maintenance performance metrics is offered, aiming to give, in a condensed form, an extensive introduction to MPM and a presentation of the state of the art in this field.

With the gradual decline of the small retail sector in the past recent years, few researchers have been addressing the issue from a motivational approach. This paper aimed to examine the role of utilitarian, hedonic and ethical motives in the process of forming consumer loyalty in a retail setting.

A total of 213 surveys were carried out among regular fashion and accessories shoppers in Spanish small-sized retailers. A two-step methodology proposed by Anderson and Gerbing (1988) was applied to test the model.

Ethical shopping motivation was found to have the most relevant impact on its perceived quality and on its reassurance to a small-sized retailer, as it represented a strategic asset. Although the most appropriate approach would not be focused mainly on ethical aspects in order to be competitive in the new retailing landscape, consumers should recognize that they are contributing to a worthy cause while enjoying the shopping experience.

Small-sized retailers should provide consumers with good reasons for shopping in their businesses rather than their competitors’. Moreover, it is key to differentiate and build customer loyalty with the purpose of becoming more competitive. As a consequence, in this paper, we propose a measurement scale that can be used to evaluate abstract and complex consumers’ shopping motivations.

The pursuit of more precise knowledge of factors that lead consumers to shop for a specific product is vital for small-sized retailers, toward sustainable competitiveness. Here we analyzed the impact of the three innovative dimensions in shopping motivation on consumers’ perceived quality and their influence on repurchase intention.

Le mode de transport auquel on recourt pour pratiquer le tourisme ne figure dans aucune définition de celui‐ci. Bien qu'elle soit susceptible de nuances importantes, dont quelques‐unes sont incontestablement dues à l'apparition et à l'usage de l'automobile, comme, par exemple, le déplacement d'affaires fait en automobile, durant lequel on réserve quelques heures à unbut d'agrément, ou le choix d'un itinéraire pittoresque, de préférence à la route directe, il y a intérêt à adopter la définition la plus large et la plus libérale. Dès lors, on peut tenir pour tourisme tous déplacement et séjour temporaires, non exclusivement utilitaires, permettant de visiter un lieu autre que celui de la résidence habituelle.

«Accusée, levez‐vous…». Il n'est pas facile de prendre la défense de la statistique traditionnelle du tourisme, souvent et partout mise au banc d'accusation. Ne reproche‐t‐on pas à la méthode appliquée jusqu'ici d'être incomplète, partiale, compliquée, inapte à la comparaison internationale, voire naïve? D'aucuns font sonner le glas à la statistique existante en la situant dans une époque révolue du tourisme dont la forme actuelle, caractérisée à la fois par son ampleur et sa mobilité, demandera d'autres mesures des flux touristiques.

Les exposés faits à la réunion internationale d'experts scientifiques du tourisme, à Lugano, ont beaucoup contribué à donner une forme plus cristallisée à la notion de tourisme, jusque dans ses rapports entre la doctrine économique générale et l'économie des entreprises touristiques. La doctrine touristique a fait un pas réjouissant en avant, dont profiteront aussi beaucoup les spécialistes qui n'ont pu participer à la dite réunion. Etant de ceux qui n'ont pu présenter leur thèse à la réunion, je désire ajouter quelques idées aux conclusions et rapports de Lugano qui peuvent être d'ailleurs considérés comme base de la doctrine touristique actuelle, et compléter ainsi les travaux d'ensemble en montrant quelques aspects nouveaux du problème.

The purpose of this paper is to investigate potential barriers to deployment of information technology (IT) projects and evaluate strategies to overcome them in hotel companies.

Empirical data were collected through a series of in-depth semi-structured interviews from IT managers, chief information officers, and hotel general managers.

The research findings demonstrate that barriers to IT implementation occur in three different stages. They are pre-implementation (cost and return on investment, resistance by owners/executives); during the implementation (integration, time delays, vendor communication problems, and resistance by employees); and post-implementation (inadequate training and resistance from customers).

The research findings suggest a contingency approach where organizations should employ various specific strategies depending on the situation to overcome these barriers. Multiple theoretical perspectives should be utilized to evaluate potential barriers to IT projects and utilize specific strategies to overcome them.

This is one of the first empirical studies which provide specific theoretical and practical implications on barriers when implementing IT projects in hotels.

This paper aims to provide academics and practitioners working with collaboration of technology information and innovation with a review of key interfirm-collaboration topics, such as the determinants of innovation activity, innovation, imitation, the impact of competition, collaboration versus competition and a review of game theoretic approaches.

This paper is a comprehensive review of extant literature, conducted and analyzed systematically.

This paper highlights that when firms absorb collaboration opportunities that involves information, there are critical elements for success, which need to be considered, including economies of scale, knowledge sharing, market size and volatility, strategic partner selection, intellectual property rights, spillover effects, collaboration costs, trust and commitment, opportunism and overall collaboration strategy.

This paper contributes to existing information literature by emphasizing various game theoretic approaches, which highlight how collaboration costs are shared when collaboration occurs. In conclusion, ten managerial implications are offered about collaboration of information technological innovation.

Disons‐le d'entrée de jeu, je préférerais, quant à moi, inverser les termes et vous entretenir du thème: tourisme et remontées mécaniques. Il me paraît, en effet, qu'en mettant l'accent sur les remontées mécaniques, on se retrouve comme transporté quelque dix ou quinze ans en arrière à cette époque d'investissements fiévreux où l'on croyait qu'il suffisait de construire une ou plusieurs installations — téléphérique, télésiège ou monte‐pente — pour ouvrir une vallée ou une région au tourisme. On cédait à une illusion simpliste: Le tourisme sidvra!

The purpose of this paper is to analyze how team management affects team‐learning activities.

The authors empirically study 68 teams as they operate in the natural business context of a major Spanish bank. Quantitative research utilizing multiple regression analyses is used to test hypotheses.

The leadership behaviour (consideration, initiation of structure) displayed by the team leader plays a key role in facilitating team learning. Team leader behaviour characterised by consideration and in particular by initiation of structure are both positively related to team‐learning activities. Cross‐training of team members also contributes to team‐learning behaviour.

A specific setting may limit the generalizability of findings. Further research may accordingly investigate to what extent these results can be generalized to other settings or other aspects of team learning.

The leadership style adopted by the team leader, as well as cross‐training of members, affect team‐learning activities. These results link leadership theory to collective learning in teams and organizations, and suggest ways leaders can contribute to improved learning.

The study provides new insight into how management of teams facilitates team‐learning activities. While consideration is somewhat related to team learning, initiation of structure as well as cross‐training appear as key variables.