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The purpose of this study is to examine the aspects of the Pokémon GO game that influenced travelers to use the app, and to pinpoint aspects of the mobile augmented reality (MAR) game that can memorably engage with them like a travel guide and influence individual traveler experience during and after usage. This current study specifically focused on examining the behavioral intentions to use the MAR app as a travel guide in the future.

Descriptive methods were used, with a target population for this study consisting of smartphone users who had downloaded Pokémon GO and had played the game. An exponential non-discriminative sample, snowball sampling method, was chosen by selecting a group of respondents who have played the game and using those to help identify other respondents in the target population who have played the game. A 15-item survey instrument drawing from industry insights and academic literature was created for the purpose of the study.

The number of downloads, length of usage and frequency of game play declined between the months of July and September. However, a 71 per cent majority of surveyed respondents still had the app on their smartphone at the time of the study. The Pokémon GO app offered all four realms of experiences – educational, entertainment, esthetic and escapist – and enhanced the overall user experience. This study revealed that a majority (77 per cent) of the respondents would be interested in using Pokémon GO as a travel guide. Furthermore, a majority (73 per cent) of respondents stated that they would be interested in using an MAR game as a travel guide in the future.

For all its interaction with the real world, Pokémon GO is still just an early version of an MAR app, and does not offer a fully immersive and interactive AR experience. The study used snowball sampling due to its exploratory and may not be able to guarantee the representative nature of the sample. Concerning the research method used, such methods were necessary for a review of an existing MAR app as a travel guide to further fill some gaps in literature.

This study bridged the gap between theory and practice by offering key insights specifically into customers’ intentions to use the Pokémon GO game or other customized MAR game as a travel guide in the hospitality and tourism industry. Pokémon GO and similar MAR games could potentially change the way destinations are marketed in the tourism industry. This current study pinpointed five exploitable qualities of MAR technology and how hospitality and tourism businesses can use them to tap into this new global and social phenomenon.

Pokémon GO and similar MAR games bring people together. In fact, unlike social media, where users are spending significant amounts of time just browsing without posting or interacting with others, MAR games create face-to-face interactions. MAR games enhance real-life social interaction, which might signify a social media trend back toward real world networking and meeting with friends.

Since the early 2000s, several qualitative and a few quantitative studies have been done to explore (MAR) applications as a travel guide; however, none of them have reviewed a MAR game app that can be offered as a travel guide. That makes this a pioneer study, investigating an existing MAR app that was not created with this use in mind and examining the intentions to use it as a travel guide.

In the spring of 1982, I published an article in Reference Services Review on marketing libraries and information services. The article covered available literature on that topic from 1970 through part of 1981, the time period immediately following Kotler and Levy's significant and frequently cited article in the January 1969 issue of the Journal of Marketing, which was first to suggest the idea of marketing nonprofit organizations. The article published here is intended to update the earlier work in RSR and will cover the literature of marketing public, academic, special, and school libraries from 1982 to the present.

Outlines new database products appearing in the Gale Directory of Databases, a two‐volume work published twice a year. Provides figures for the distribution and percentage of new and newly implemeted business and law databases, together with a list of the databases including name, vendor and medium. Briefly discusses these by each medium.

This is the eleventh article on business and law (BSL) databases in a continuing series of articles summarizing and commenting on new database products. Two companion articles, one covering science, technology, and, medicine (STM) appeared in Online & CD‐ROM Review vol. 22, no. 2 and the other covering social science, humanities, news, and general (SSH) appears here in Online & CD‐ROM Review vol. 22, no. 3. The articles are based on the newly appearing database products in the Gale Directory of Databases. The Gale Directory of Databases (GDD) was created in January 1993 by merging Computer‐Readable Databases: A Directory and Data Sourcebook (CRD)together with the Directory of Online Databases (DOD) and the Directory of Portable Databases (DPD).

A new marketing paradigm called “one‐to‐one marketing,” or “relationship marketing,” shows promise as an innovative alternative to mass marketing. This one‐to‐one approach uses advanced information technology to give an enterprise the ability to develop relationships with individual customers.

Outlines new database products appearing in the Gale Directory of Databases, a two‐volume work published twice a year. Provides figures for the distribution and percentage of new and newly implemented business and law databases, together with a lits of the databases including name, vendor and medium. Briefly discusses these by each medium.

Previous theories discuss how corporate managers can stir anti-discrimination laws away from their initial social goal by managerializing the law. Yet, other actors – notably insider activists – can contribute to move corporate regulations beyond merely symbolic compliance. I demonstrate this influence of activists with three cases studies: (1) LGBT activists for same-sex parental leave; (2) disability rights activists for implementing a quota; and (3) Muslim activists to secure accommodations in French workplaces. Through these cases, I show how activists can move corporate laws beyond compliance, pressure firms to go from merely symbolic to substantive compliance, and analyze mechanisms that explain their unequal success. Bringing together insights from the legal endogeneity theory and social movements theory, I analyze these activist legal intermediaries as actors faced with unequal structure of opportunities, and examine what factors hinder or favor an activist-driven legal endogeneity. I demonstrate the impact of more prescriptive regulations, the institutional power of union representatives (and their alignment with activists’ claims), reputational stakes for companies, and the resources of activists themselves (legal expertise, ability to reframe laws, and informal power within their organizations). Last, I show how activists leverage organizational and legal tools (collective agreement, diversity policies) to induce recoupling between formal commitments and informal practices.

Discusses the reasons for the high number of failures of first marketing directors within organizations. Analyses the problems involved in hiring first‐time marketing directors and offers solutions that increase both the chances of survival of the marketing director, and the firm′s marketing effort. Concludes that survival depends on the creation of a marketing‐receptive environment through training, recruitment, management structure, and well‐defined marketing expectations.

Examines the problem of selecting new marketing directors and the high failure rate among new marketing personnel. Contends that the failure of first‐time marketing directors is not automatic; identifies the problems involved in hiring first‐time directors and offers specific steps that a first‐time marketing director can take and that a firm can support to increase the possibility of success for the new marketing executive, as well as the firm′s overall marketing effort. Concludes that first time marketing executives are not doomed to fail.