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This study investigates human behavior, specifically attitude and anxiety, toward humanoid service robots in a hotel business environment.

The researcher adopted direct observations and interviews to complete the study. Visitors of Henn-na Hotel were observed and their spatial distance from the robots, along with verbal and non-verbal behavior, was recorded. The researcher then invited the observed hotel guests to participate in a short interview.

Most visitors showed a positive attitude towards the robot. More than half of the visitors offered compliments when they first saw the robot receptionists although they hesitated and maintained a distance from them. Hotel guests were also disappointed with the low human–robot interaction (HRI). As the role of robots in hotels currently remains at the presentation level, a comprehensive assessment of their interactive ability is lacking.

This study contributes to the HRI theory by confirming that people may treat robots as human strangers when they first see them. When a robot's face is more realistic, people expect it to behave like an actual human being. However, as the sample size of this study was small and all visitors were Asian, the researcher cannot generalize the results to the wider population.

Current robot receptionist has limited interaction ability. Hotel practitioners could learn about hotel guests' behavior and expectation towards android robots to enhance satisfaction and reduce disappointment.

Prior robot research has used questionnaires to investigate perceptions and usage intention, but this study collected on-site data and directly observed people's attitude toward robot staff in an actual business environment.

Digitalisation is perceived as a new process that may add value to firms. Current theoretical understanding assumes it should be part of a firm's strategy to respond to multiple pressures in the business environment. This paper explores the occurrence of digitalisation in a rare context, that of the English agricultural industry in the United Kingdom, a place disproportionality filled with family firms. The general understanding of digitalisation in family firm settings remains embryonic. The authors' explorations make theoretical contributions to research at the intersection of rural entrepreneurship, family business and innovation.

Utilising a purposive, qualitative approach, primary data was collected from multiple interviews with 28 UK family farms, and secondary data from another 164. Interview transcripts were coded using NVivo, along with secondary data from reports, observations and websites.

The authors present empirical evidence illustrating how digitalisation manifests incrementally and radically in different types of family farms. The authors present a model that shows the areas of farming that have, and continue to be, digitalised. This increases analytical precision when identifying digitalisation activities that differ depending on the strategy to either scale or diversify. The authors propose that incremental digitalising occurs to a great extent during a scaling strategy, and that radical digitalising occurs to a smaller extent during diversification strategies in family farms.

This research uses a sample of family-run farms from the UK agricultural sector to explore nuanced elements of digitalisation. It should therefore be explored in other types of family firms located in different sectors and geographies.

This research is important because family farms are under increasing pressure and have limited financial resources to deal with the digitalisation agenda. Therefore, empirical evidence helps other farms in similar situations. The authors found digitalisation investments, that tend to be capital intensive, only matter for scalers and less so for diversifiers. Family farms can use the model presented as a tool to evaluate their farm. The tool helps them define what to do, and ideate the potential activities that might be digitalised, to feed into their wider strategy.

Family firms, in particular farms, are critical to many economies. The general consenses currently assumes all family firms should digitalise, yet the authors' evidence suggests that this is not the case. It is important to create policies that are sensitive to the needs of different types of businesses, in this case between family firm scalers and diversifiers, instead of simply incentivising digitalisation using a blanket approach usually by offering financial aid. Understanding how digitisation can support (or not) family firm resilience and growth in an effective and efficient manner can have significant benefit to individual firms, and across industries.

The proposed model extends theoretical understanding linking strategy, digitalisation activity and innovation in family farms. It shows that digitalisation is a key building block of scaling strategies, maximising digitalisation to increase efficiency. Yet, diversifying family farms minimise digitalisation, whereby they only digitalise a small amount of the farming activity. This empirical evidence contrasts with the wider narrative that farmers are slower at using new technology. This research found that some are slower because it does not align with their strategy. However, sometimes digitalisation aligns with their strategy during external changes, in which case the diversifiers are quick to act.