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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09596119010006823. When citing the article, please cite: Simon Crawford-Welch, Eliza Tse, (1990), “Mergers, Acquisitions and Alliances in the European Hospitality Industry”, International Journal of Contemporary Hospitality Management, Vol. 2 Iss: 1.

Projections are made concerning the nature and focus of merger, acquisition, and alliance activity in the post‐1992 environment by both US and European hospitality firms. Recommendations are offered concerning the most viable business strategies facing hospitality organisations in the Internal Market of 1992.

This places the industry within the dynamic environment provided by the push towards the free movement of goods and overall market liberalisation within the European Community as codified in the “1992” measures. The challenge of adopting a truly global approach to international marketing is discussed, and several potential approaches offered: in particular low‐cost and service‐enhancement strategies are debated.

The most important issues facing hospitality marketing, as it enters the 21st century, are outlined, discussed and analysed from two aspects: competitive conditions and new directions. Strategic trends are predicted including product portfolio marketing; internal and relationship marketing; inferential market research; computerised marketing; indirect channels of distribution; customisation; global marketing; guerilla and flanking marketing and green marketing. Environmental scanning is held to be the only way of preparing for volatile industry conditions.

In the fast pace of the 21^st century there is a demand for effective leaders capable of handling the internal and external changes occurring in our organizations. This paper seeks to inform the reader because change is natural; it is constant; it is inevitable. But, what constitutes effective leadership is the question? The main purpose of this paper is to offer 10 recommendations toward effective leadership that are outcomes of an eclectic leadership approach – Facilitative Social Change Leadership Theory (FSCL). The FSCL approach is a melding of Social Change Theory, Social Change Leadership Theory, and Transformational Leadership Theory as well as the work of Tichy and DeVanna.

As the hospitality industry is shifting its focus from service to experience, customers are becoming co-creators of the perceived value of a hospitality service because experiences customers obtained when consuming a hospitality service involve the participation of the customers. Thus, more research is needed to examine the relationships among consumer’s personal factors and their evaluations of hospitality services. This study developed and tested hypotheses that examined the effects of customers’ intrinsic characteristics on their evaluations of a restaurant service. Data were collected from college students in the United States (n = 220) and China (n = 254) using a scenario approach. Findings reveal that customers’ gender, personality, and cultural background had significant effects on their evaluations of a restaurant service. Specifically, female customers rated the same service higher than male customers on the reliability dimension of service quality and overall service quality; customers with personalities of extroversion, conscientiousness, agreeableness, and openness rated the service higher than customers with neuroticism personality on the responsiveness dimension; and customers in individualistic cultures rated the service higher than those in collectivistic cultures on most of the service evaluation measures. Implications of the study’s findings are discussed.

A key feature of performance in many professions is that of vigilance, carefully monitoring one’s environment for potential threats. However, some of the characteristics that may make someone successful in such work may also be more likely to make them fail in the long-term as a result of burnout, fatigue, and other symptoms commonly associated with chronic stress. Among these characteristics, neuroticism is particularly relevant. To exert the effort that vigilance work requires, sensitivity to threats, a core aspect of neuroticism, may be necessary. This is evidenced by higher rates of neuroticism in vigilance-related professions such as information technology (IT). However, other aspects of neuroticism could attenuate performance by making individuals more distractible and prone to burnout, withdrawal, and emotional outbursts. Four perspectives provide insight to this neuroticism–vigilance paradox: facet-level analysis, trait activation, necessary conditions, and job characteristics. Across these perspectives, it is expected that too little neuroticism will render employees unable to perform vigilance tasks effectively due to lack of care while too much neuroticism will cause employees to become overwhelmed by work pressures. Contextual and personological moderators of the neuroticism–vigilance relationship are discussed, as well as two behavioral styles expected to manifest from neuroticism that could explain how neuroticism may be associated with either good or bad performance-relevant outcomes.

Leaders emerge from some very unlikely situations. They come in all ages, sizes, shapes, and from both genders. In this paper we discuss the relationship between the theoretic and practical applications evidenced by the Institute for Community Leadership’s (ICL) efforts to prepare people for civic leadership. We present background information about ICL including the Institute’s purposes and goals, an examination of its past achievements, current activities, and future projections, and we conclude with a discussion of “conditions for success in collaborative public ventures” (Hackman & Johnson, 2009, p. 293) as it relates to the Institute’s efforts to prepare people for community leadership.

This paper assesses how a social movement organization strategically framed its actions to simultaneously gain the support of multiple, diverse constituencies. The challenges associated with creating meaning and mobilizing potential partisans during the Indians of All Tribes (IAT) occupation of Alcatraz Island from November 1969 to June 1971 are examined through a qualitative analysis of movement-created texts. The IAT used a trio of distinct approaches to communicate with and gain the support of Native Americans and whites. Through inflection the IAT explained why they seized the island, emphasizing themes such as decolonization, democracy, and the importance of taking action. Through direction the IAT encouraged whites to write letters, sign petitions, and make donations while calling for a deeper engagement by Native Americans in the land seizure. Through deflection the IAT recounted normative stories to discourage whites and “wannabes” who failed to heed the organization's other directions about how best to participate in the takeover. These three framing processes build upon and extend social movement framing theory by complicating conceptualizations of allies and underscoring how movements seek distinct types of support from different adherents.