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In recent decades there have been substantial changes in the structure of the global airline industry commencing with deregulation closely followed by the emergence of Low-Cost Carriers (LCCs). LCCs have greatly increased the opportunities for affordable air travel by generating considerable opportunities for many destinations to tap into new markets. This paper examines a range of issues related to the operation of LCCs and how destinations may be adversely affected when problems emerge. Specifically the paper examines problems that arose in Australia in 2011 when Tiger Airways Australia was grounded for an extended period. Until its grounding the airline, while having a poor reputation for on-time service and customer service, did have a significant impact on airfares which rose on average by 15% during the period of it was grounded.

This chapter explores the evolution of Virgin Blue, a low-cost carrier that commenced operations in Australia in 2000, through a process that saw it emerge as a full-service airline by 2012. The path of evolution is analyzed with the aid of several strategic marketing concepts including strategic windows and repositioning. Given the contemporary nature of the area of study, the research employs historical narrative and case study methodology. From a tourism industry perspective, the discussion highlights the usefulness of the strategic management approach including the use of strategic windows and demonstrates that firms are able to successfully reinvent themselves to respond to new market opportunities. The results also highlight the need for destination marketing organizations to be alert to changes in airline operations that may fundamentally alter their value proposition in some of the target markets that they are operating in. In the case of Virgin, the airline evolved from a low-cost airline to a full-service airline and in the process lost some customers who were pursing low-cost holiday options but gained customers who were less price sensitive.

This project was designed as a laboratory study to investigate the effects of organizational social cues (OSC), decision framing, and justice on managerial decision making in ethical situations. The OSC (ethical/ unethical), the framing (gain/loss), and the justice conditions (fair/unfair) were manipulated within a managerial in‐basket exercise. Participants read information about the organization and their situation within it. Next, they read scenarios and made several decisions involving ethical considerations. Results suggest that OSC and the experience of fairness or unfairness significantly influenced the managerial ethical decisions. Ethical OSC resulted in significantly more ethical decisions. Also, those in an “experienced fairness” justice condition made significantly more ethical decisions. The gain/loss framing did not significantly influence ethical decisions.

The purpose of this paper is to explore the representation of workplaces in the cinema and discuss its relevance to facilities management research.

An analysis of representation of work and the workplace in three films is made. These are Metropolis (1927), Wall Street (1987) and Clerks (1994). Cross‐case themes are then discussed.

Although the three films are of different time periods and genres a number of common themes emerge. These include level of control over the work process, alienation from the product of work and social capital gained. This may have implications for how workplaces are perceived and interpreted. Analysis of representations of the workplace in popular culture may contribute to user‐centred approaches to facilities management.

The study is limited to three films. A different choice might produce different results.

Understanding representations of the workplace in popular culture may give insights into user responses to management actions.

Although there is a research literature on the analysis of popular culture within organizational studies this has not been taken up by facilities management researchers. This paper explores the relevance of the analysis of an aspect of popular culture for facilities management.

The purpose of this paper is to examine the literature assessing the return-on-investment (ROI) of healthy workplace programs.

Used a narrative review to summarize and evaluate findings.

Although substantial ROI data now exist, methodological and logical weaknesses limit the conclusions that can be drawn.

A strategy for monetizing the benefits of healthy workplaces that draws on both human resource accounting and strategic human resource management is described.

The promotion of healthy workplaces is an important goal in its own right. To the extent that ROI estimates are important in advancing this goal, these estimates should be based on clear logic and strong methodology.

The paper suggests the need for stronger research designs but also note the difficulties in monetizing outcomes of the healthy workplace.