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In the hotel industry today, web site marketing and third party distribution metrics are of critical importance in understanding the effectiveness of hotel revenue management objectives. The purpose of this paper is to propose a new model which tests hotel web‐effectiveness using the following variables: reach, content, consistency and price parity (RCO2P).

For the current RCO2P study, the hotel sample was broken down into two segment groupings of five hotels: luxury; and upper‐upscale. The ten full‐service hotels were monitored over a 90‐day period using room rate quotations and ordinal values across 14 dimensions based on three pre‐selected arrival dates.

Results of the RCO2P study indicated preferential display sequencing emerged as a significant factor in the reach category among all hotel properties reviewed. Only six of ten properties were measured as having achieved optimal web‐effectiveness, while poor price‐parity competency reflected the most situation‐critical performance among sampled hotel properties.

International comparative research methodologies were examined and determined to be effective models of certain hotel web‐effectiveness dimensions; however, a comprehensive hotel web‐effectiveness measurement model is still lacking which can better inform hotel industry executives. Therefore, future research should incorporate a best practice research approach combining the current RCO2P study elements with other web‐effectiveness measurement criteria based on the collective best practices identified among the research studies reviewed.

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.

As online education offerings are extended to more students, organizations are increasingly interested in the effectiveness of online learning compared to a traditional classroom. The need for research on the learning outcomes of students is imperative. The purpose of this study is to compare student learning in a traditional classroom with the equivalent online course. This research explores the research question: What is the difference between student learning in a leadership studies course through online versus traditional delivery methods? This study utilizes a directed content analysis to investigate student assignments using Kolb’s Experiential Learning Model as a foundational theory. Previous research reveals a contradiction on student outlook on the instructor and format of the class, as well as understanding the effectiveness of each method of delivery. Findings in this study indicate that online students may engage more often in deeper learning on assignments than those in the traditional classroom environment.

The purpose of this paper is to investigate the effects of social network sites (SNS) overload on individual job performance and discontinuous usage intention.

Based on the Stressor-Strain-Outcome (SSO) framework, a research model was proposed and tested empirically. The partial least squares structural equation modeling (PLS-SEM) method was applied to data collected online through a questionnaire.

Findings highlighted that social overload is related positively to information overload and communication overload. Information overload affected only the perception of work overload, while communication overload was a significant stressor affecting work overload and dissatisfaction towards SNS. Although results revealed a positive relationship between these two strains, only dissatisfaction influenced job performance and discontinuous usage intention.

As much as SNS are a useful tool in the workplace, they can have significant drawbacks. Prior studies have investigated this dark side. However, they scantily explored the effects of SNS overload on both job performance and discontinuous usage intention. Moreover, the relationships between types of overload are understudied. This paper proposes an enrichment of the literature by validating a model of the relationships between information overload, communication overload and social overload, job performance and discontinuous usage intention. It extends prior research on SNS stressors and points out the communication overload as the main SNS stressor affecting strains in the workplace.

In terms of continuum mechanics a twin is represented by the sudden appearance of a shear eigenstrain state in a distinct region. The corresponding elastic strain energy, the interface energy and the energy dissipated due to the irreversible character of the deformation process are investigated. If the total amount of these energy terms, spent by the twinning process, can be provided by the interaction energy of an external and/or internal stress state with respect to the twin shear eigenstrain, then either a deformation twin band or a twin nucleus may appear. Realistic estimations of the dimensions of deformation twins can be presented. This energetic interpretation of twinning is experimentally demonstrated for intermetallic TiAl.

The purpose of this paper is to explore the distinction between human-delivered service and technology-based, automated customer assistance.

This is a conceptual paper. There is no methodology.

The concept of service is primarily delivered when a human helps another. When technology is infused into the process and becomes the major component of delivering the aid that is requested, the process is automated customer assistance. Thus, “self-service” is not service. It is automated customer assistance.

The definition of service is refined to describe the process of a human helping another person. When technology is used to provide the needed aid, it is no longer a service. Instead, it is automated customer assistance. The implication is that researchers should closely examine how users assess and perceive the two separate approaches to providing the needed aid.

The definition of service is refined to describe the process of a human helping another person. When technology is used to provide the needed aid, it is no longer a service. Instead, it is automated customer assistance. Researchers should closely examine how users assess and perceive the two separate approaches. Industry professionals should be mindful of the distinction between the delivery of service, which requires staff, and the provisioning of technology to provide assistance, which requires little to no staff. Intentionality should drive when customers are better helped by a human or by technology.

The value provided helps both providers create and users express when human-based service is needed versus assistance provided by technology.

The statistics are certainly impressive: over the last two decades, women have made extraordinary advances into the managerial ranks of corporate America. From 1982 to 1983, for example, the number of female executives jumped from 1.4 million to 3.5 million (“More and more, she's the boss,” 1985, p. 64). In 1989, women accounted for 40% of all corporate managers in the United States — double the percentage just 15 years ago (“The mommy track: Juggling kids and careers,” 1989, p. 134).