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The purpose of this paper is to understand whether budgetary controls at clubs have changed from the mid‐1980s to the first decade of the twenty‐first century.

The survey instrument is mailed to the members of the Club Managers Association of America. The questionnaire includes demographic data as well as information on budgetary controls.

For control purposes, comparisons to the original budget and actual numbers during the current decade have increased significantly from comparisons in the prior decade. The median variance tolerance for food and labor costs has declined from the mid‐1980s to the mid‐1990s and now to the first decade of the twenty‐first century. Median variance tolerances for beverage costs are slightly higher in this study than in the mid‐1990s study.

The authors are unable to determine any statistical differences between current and prior studies due to a lack of prior data. Further research on tolerable control variances can be studied for other costs, such as supplies, energy, and fixed charges.

This paper provides findings that can help managers as they compare their budgetary control practices with US club industry practices. Educators can provide selected cost control information to their hospitality students focusing on club management and researchers can use this information as a base for further research in cost control areas.

This paper is the first paper on budgetary controls in the US club industry in the twenty‐first century.

The purpose of this research paper is to describe the results and implications of an ethics survey completed by students attending hospitality schools in Europe and the USA.

A questionnaire containing ten scenarios with five oriented to work issues and five to school issues was given to students attending hospitality programs in Europe and the USA. For each scenario, the students indicated whether the action in the scenario was ethical, not ethical or not a question of ethics (NQE). In addition, students were queried regarding influences on their ethical beliefs.

The ethical beliefs of both groups of hospitality students were most influenced by their parents and least influenced by college courses in religion. The majority of European and US hospitality students indicated the actions in the scenarios were not ethical while a moderate minority indicated NQE. Overall, US students appear to be slightly less tolerant than their European counterparts.

The majority of European students are within their third and fourth years of college while the majority of US students are in their first and second years of study.

Both hospitality executives and students should find these research results most interesting as they reveal students' ethical views in a variety of settings oriented to work and school. Further, influences of the students' ethical beliefs are clearly reported from most to least important.

The purpose of this study is to examine the food and beverage revenue changes in private clubs in the USA during the economic downturn from 2008 to 2010.

Over 1,000 private club managers in the USA were surveyed to determine the impacts of two economic downturns on their financial performance.

Findings of this study indicated that most clubs experienced a decrease in their overall net food and beverage revenues and consequently experienced significant losses in their overall food and beverage operations, especially affecting private party business in 2010.

This study examined private clubs requiring sponsorship of membership candidates by existing club members in order to maintain their exclusivity, whereas many for‐profit clubs, semi‐private clubs, and non‐private clubs do not require sponsorship. Future studies should investigate if for‐profit clubs, semi‐private clubs, and non‐private clubs experienced the same negative impact on their food and beverage services as the private and exclusive clubs of CMAA explored in this study.

City/athletic clubs are severely impacted during economic downturns because most members only use their clubs for business purposes. Therefore, private club managers, particularly in city clubs, need to take into account expanded promotional strategies to retain or grow member food and beverage revenues during economic downturns.

The analysis of economic downturns and their impact on food and beverage revenues and overall profitability provides valuable information for private club managers in their quests for revenue generation, membership growth and improved profit performance.

The boom of new players in the accommodation sector has led to an increase in the level of competitiveness and has highlighted the importance of using key performance indicators (KPIs) in organisational decision-making processes as efficient tools for thriving in the growingly competitive environment. This study aims to assess the use of KPIs by owner-managers of small and medium-sized short-term rental accommodation (STRA) units.

To achieve this aim, this research encompasses two different primary data collection methods conducted in 2021. Firstly, from April to May, a set of exploratory interviews with experts within the STRA domain was planned. Secondly, an intensive data collection, from June to September, included an online questionnaire with close-ended questions to a sample of all the companies that manage STRA units in Portugal.

These managers tend to use more widely financial and operational KPIs that depict relationships with guests and reflect the activity of the STRA units, the external environment and the innovation level. Moreover, younger managers and those with higher levels of education tend to use a “monitoring review of digital platforms” KPI, while less experienced managers use financial and operational KPIs and senior and higher experienced managers place greater value on KPIs associated with customer relationships.

STRA units hold a very relevant position in the hospitality industry, and it is urgent to generate more information to better understand this growing subsector. This research contributes to the literature providing evidence on the importance of KPI to STRA units, for owner-managers and for urban tourism, considering their growth, proliferation and importance for the planning of cities by destination management organisations.

THE blueprint, vital communication link between designer, engineer and manufacturer, is currently undergoing a radical change in its traditional format at the Boeing Airplane Company in the United States.

Green practices have been of increasing interest to both practitioners and researchers in the hospitality context. To understand how green practices have been adopted in the industry, a systematic review of recent hospitality literature is essential. The purpose of this paper is to identify research domains and formulate a definition of green practices that accurately reflects the current hospitality context.

The authors reviewed 146 articles on green practices published between 2000 and 2014 in eight hospitality journals. Using content analysis, multiple researchers coded the articles using a standardized coding scheme.

The number of articles on green practices in the hospitality context has been growing. Most studies focus on managers and the lodging sector. The authors identify three research domains for green practices in the hospitality literature: organizational, operational and strategic. They define a green practice as a value-added business strategy that benefits hospitality operations that engage in environmental protection initiatives.

This framework may help practitioners develop green practice strategies and governments develop effective green policies and reinforce activities aimed at environmental protection. It provides theoretical foundation for future research related to green practices in the hospitality industry. Overall, hospitality stakeholders can use this framework to understand the implementation and effects of green practices.

The authors create an organizational framework for a fragmented body of literature by identifying three research domains for green practices based on a systematic review of recently published hospitality articles (2000-2014). They challenge existing definitions of green practices and propose an accurate definition tailored to the hospitality context.