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Travel decreased dramatically during the initial wave of the COVID-19 pandemic, only to return rapidly to prepandemic levels once the degree of fear toward the virus began to diminish among potential travelers. This USA-based 16-month repeated-measure cross-sectional survey study aims to explore the degree to which fear of COVID affected people’s decisions to stay home rather than to travel during the pandemic.

The research used survey data. An extensive data set, composed of over 9,500 respondents, collected through Mechanical Turk over a 16-month time period, was used to compare respondent fear of the pandemic both with their attitudes toward future travel and with Smith Travel Research data reflecting actual pandemic travel patterns.

The results demonstrate how fear of COVID was closely and negatively linked to both travel intentions and travel behavior.

Data were collected from US respondents only.

The findings significantly extend earlier studies and provide guidance for those studying travel consumer behavior regarding trends that should be monitored in the case of a future pandemic or other fear-inducing crisis. For hospitality and tourism managers and marketers, understanding fear as a leading indicator of future travel behavior can result in more timely promotional efforts and staffing and training decisions.

Measuring and understanding consumer fear levels as this relates to travel decisions can help in the future to adjust the message that is sent to the public, perhaps reducing the amount of travel taken during periods when this is unwise and or unsafe.

This paper extends previous work that had been based upon cross-sectional reviews, providing a broader and more valuable study of an important and timely consumer behavior travel topic.

This study’s purpose is twofold: First, to investigate the relationship between managerial competences and Integrated Reporting (IR) practices; Second, to test whether all the managerial competences attributes are significantly related to IR practices.

This study adopts a correlational research design, and is also cross-sectional. Data were collected using a questionnaire survey of 188 manufacturing firms in Uganda. Data were analyzed with the help of the Statistical Package for Social Sciences.

The study finds that significant associations between managerial competences of knowledge and experience exist with IR practices except for skills. However, experience is the most significant predictor of IR practices. This experience is manifest, among others, in the managers’ ability to get the word out to the public including why the public should be proud of what the company does and about what the company offers and works to make it better.

This study did not control governance variables and yet governance and IR are inextricably associated. Future research should aim at testing the efficacy of investing in governance aspects potentially improving IR. This is because Environmental, Social and Governance investing is predicted to make capitalism work better and deal with the grave threat posed by climate change. The study also focuses on manufacturing firms, and these results may be only applicable to the manufacturing firms in Uganda. More research is therefore needed to further understand the effect of managerial competence attributes on IR in manufacturing firms in other contexts. Well, the results imply that more experienced managers are better placed to embrace IR practices than their less experienced counterparts.

The authors find that managerial experience explains IR practices more than competences and this makes intuitive sense since, for example, better experiential communication potentially minimizes the challenges such as lack of comparability, difficulty in communicating entity-specific information, information not available in a usable format and data errors normally encountered by IR (especially electronic) users. Hence, this study enhances our understanding of the role of managerial competences in the improvement of IR practices using perceptions of report preparers from a developing country where IR is voluntary and where the size of the stock market is small.

This case teaches students the importance of maintaining a strong FICO score by illustrating the consequences of paying bills late or not at all. The protagonist is David Molina, a waiter at a struggling Italian restaurant located down the block from where he lives. Money is tight for Molina right now—his limited income means he lives paycheck to paycheck. However, Molina knows things will be looking up for him soon because he recently accepted a job as a bank teller across town—his first desk job.

Molina has been putting off paying two of his bills: a cable bill and his Bank of America credit card bill, both of which are late and have been issued, this time, in the form of threats to impact Molina's credit score if he doesn't pay them. He has just enough money to afford the minimum payments on each overdue bill. But then he receives a phone call from his friend, Jim Lindsey, reminding him about an invitation to go to Myrtle Beach for the upcoming weekend. Molina knows he cannot afford it, but a woman he's attracted to, Jessica, will be there too. Should Molina put off the bills yet again, and if so, how exactly will being late on them hurt his credit score?

This first chapter provides a general overview of the book. The chapter describes workforce management and the lack of adequate attention to this concept within construction organisations. In the fourth industrial revolution era, where emerging technologies have continued to change how business functions, the need for an effective approach towards managing the construction workforce becomes crucial. Having a construction workforce management practice model was deemed vital at this point, where technological advancement is rapidly changing the construction environment, and skill shortage is evident in the construction industry of most countries around the world. As such, this chapter establishes that the development of a construction workforce management model that will help improve the management of construction workers serves a critical value of the book.

This paper aims to examine whether the audit committee moderates the relationship between audit quality and market reactions.

Using fixed effects and the GMM model for robustness, the study used 472 publicly listed firms on South Africa’s Johannesburg stock exchange spanning a period of six years from 2014 to 2019.

Results obtained show that audit quality impacts market reactions through share price and adjusted market returns. And, that the audit committee moderates the relationship between audit quality and market reactions in South Africa’s publicly listed firms. An effective audit committee is expected to play a crucial role in overseeing the audit process, ensuring the independence of auditors and promoting transparency and accountability which in turn impacts asset prices.

The study implies that governments and regulatory bodies in other developing economies could strengthen regulations about companies’ Acts, how firms regulate themselves and more so audit committees. Firms can also strive to make sure that audit committees are staffed with experts to promote higher audit quality and investor attention to get access to the much-alluded capital.

To the best of the authors’ knowledge, the study adds value by being the first to explore the subject matter of the importance of audit committees in defining audit quality and market reactions in publicly listed firms. The research adds to the body of knowledge on corporate governance and audit quality. It provides a case study specific to the South African context, contributing to the global literature on these topics.

This case studies the growth of OYO Hotels (OYO) to illustrate the operational processes necessary to succeed in the service sector. The case allows for a discussion of employee- and customer-management systems, tech-driven solutions, and profit drivers. The material unfolds OYO's growth and its solution for making economy hotels discoverable and bookable online.

The case raises a series of questions around OYO's business model, its ability to translate across global markets, and growth potential. It has been successfully taught in a second-year MBA class on the management of service operations.