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The purpose of this paper is to argue that the use of technology by the “always connected” guest has changed the dynamics of the relationship between the hospitality entity and customer. Today's mobile customers have begun to create their own customized value with an organization. This transformation has caused a paradigm shift in a relationship once built on static, episodic periods of communication.

This paper conceptualizes a framework to support the claim of technological change begun with the internet and migrating to the present use of mobile technology. This change has fundamentally altered both business and leisure lives of travellers. The design of the article pivots around customer-facing technology as the principal engagement factor in developing a new model for decision making by industry.

Customers now access information as they need it; they are no longer tethered to a desktop device. This freedom has allowed the consumer to create value when and where he/she chooses. The duration of time for potential interaction has expanded, as the company can push information more frequently to their customers; however, the guest can still choose how often, when and where to pull the details. The customer has become his/her own “host” with the solutions provided by mobile technology.

With the accelerating adoption of customer-facing devices, the issues of privacy and security have gained greater importance. Another research extension of this paper includes the impact of customer-facing technology on the guest life cycle and the impact of location-based services and “Near Field” communications on the customer experience.

Customers want their travel experience to be a seamless one; hospitality companies will need to begin a new customer-facing dialogue with their visitors. This industry can benefit from understanding the customer's greater power by comprehending the timing and duration of messages based on this mobile environment.

Mobile technology has allowed the untethered, always available consumer, to have control over his experience and the ability to customize his experience. This paper demonstrates that as the hospitality industry has moved away from management-facing technology to the new customer-facing technology, this paradigm shift offers the industry enormous opportunity to continue its development of newer and better mobile technologies.

Cross-country studies have shown that higher costs to starting a business tend to reduce entrepreneurship (Chambers and Munemo, 2019) and that an unfavorable environment for business can increase poverty and income inequality (Chambers et al., 2019a; Djankov et al., 2018). Building on the current literature, the authors test whether barriers to starting a business at the state and city level in the USA are associated with changes in entrepreneurship and income inequality.

Measures of entrepreneurship (establishment entry rate and exit rate) are regressed on measures of barriers to entry in a cross-section of 50 states as well as a cross-section of 73 cities in the USA. Further, the authors regress measures of income inequality on measures of barriers to entry using the same two cross-sections. State level data on barriers to entry are from Teague (2016), published in the Journal of Entrepreneurship and Public Policy. City level data on barriers to starting a business are from the Doing Business in North America (DBNA) dataset.

Results show that there is a negative and significant association between barriers to starting a business and the rate of firm exit. A standard deviation increase in barriers to entry is associated with a five percent decrease in the firm exit rate at the state level. The authors find only limited evidence that barriers to entry are associated with income inequality.

Despite a large volume of scholarship on how regulation and barriers to entry influence entrepreneurship, no study (to the authors’ knowledge) has investigated how general entry regulation affects the entry or exit rate of establishments at the state or municipal level in the USA.

This chapter reports on attempts to develop a more integrated and strategic approach to managing conflict within a large state-owned provider of healthcare in the United Kingdom that goes beyond more conventional offerings such as workplace mediation.

It adopted a detailed four-stage mixed-methods organizational case study approach, with the findings reported here drawing primarily on semi-structured interviews with a range of stakeholders, including line managers.

The data suggest that a systematic and integrated approach to identifying conflict and a range of coordinated interventions involving key organizational stakeholders can begin to embed a culture of resolution. There is resistance to such innovation, however, rooted in perceptions that it potentially weakens the authority of front-line managers.

The research reported here provides the first UK evidence for the adoption of an Integrated Conflict Management System and for the potential of such strategic choices and approaches to effect culture change in the manner sought by policy-makers.

The present study sought to determine whether or not there is an association between contextual effects of violent socialization on violent youth behavior across different nations.

The data in this study derive from the International Dating Violence Study, a dataset of over 17,000 college students collected in 32 different nations. Variables consist of various scales from the Personal Relationship Profile that focuses on experiences and behaviors occurring prior to age 15 years, as well as national indicators of violence. Multilevel modeling analysis was used to analyze the data.

The results indicate two important findings. First, violent socialization significantly varies across different national contexts and this contextual effect accounts for a significant proportion of variation in youth violence. Second, violent socialization, both within individual families and as a contextual effect within different nations, is significantly associated with increases in violent youth behavior across the nations.

The International Dating Violence Study is a cross-sectional convenience sample of college students, which is not representative of specific nations nor college students. Further, the present study classifies nations as a “community” rather than explore microlevel communities within a nation. Future research should focus on examining variation of area specific norms for subsets of communities within nations with representative samples of a general population.

The present study appears to be one of the first published studies offering empirical evidence for international research on the theoretical argument of the contextual effects of violence within a nation, and begins to increase knowledge among criminologists of such contextual factors being associated with youth violent behavior across different nations.

The purpose of this article is to present an overview of the history and development of transaction log analysis (TLA) in library and information science research. Organizing a literature review of the first twenty‐five years of TLA poses some challenges and requires some decisions. The primary organizing principle could be a strict chronology of the published research, the research questions addressed, the automated information retrieval (IR) systems that generated the data, the results gained, or even the researchers themselves. The group of active transaction log analyzers remains fairly small in number, and researchers who use transaction logs tend to use this method more than once, so tracing the development and refinement of individuals' uses of the methodology could provide insight into the progress of the method as a whole. For example, if we examine how researchers like W. David Penniman, John Tolle, Christine Borgman, Ray Larson, and Micheline Hancock‐Beaulieu have modified their own understandings and applications of the method over time, we may get an accurate sense of the development of all applications.

This paper aims to evaluate service user (SU) and clinician acceptability of video care, including future preferences to inform mental health practice during COVID-19, and beyond.

Structured questionnaires were co-developed with SUs and clinicians. The SU online experience questionnaire was built into video consultations (VCs) via the Attend Anywhere platform, completed between July 2020 and March 2021. A Trust-wide clinician experience survey was conducted between July and October 2020. Chi-squared test was performed for any differences in clinician VC rating by mental health difficulties, with the content analysis used for free-text data.

Of 1,275 SUs completing the questionnaire following VC, most felt supported (93.4%), and their needs were met (90%). For future appointments, 51.8% of SUs preferred video, followed by face-to-face (33%), with COVID-related and practical reasons given. Of 249 clinicians, 161 (64.7%) had used VCs. Most felt the therapeutic relationship (76.4%) and privacy (78.7%) were maintained. Clinicians felt confident about clinical assessment and management using video. However, they were less confident in assessing psychotic symptoms and initiating psychotropic medications. There were no significant differences in clinician VC rating by mental health difficulties. For future, more SUs preferred using video, with a quarter providing practical reasons.

The study provides a real-world example of video care implementation. In addition to highlighting clinician needs, support at the wider system/policy level, with a focus on addressing inequalities, can inform mental health care beyond COVID-19.

Change in the public sector appears to be often met with practices borrowed from the private sector. However, implementing private sector practices is challenging (Brown, Waterhouse, & Flynn, 2003), as, for example, the range of stakeholders and their legitimate demands are greater in the public sector (Wæraas & Byrkjeflot, 2012; Leitch & Davenport, 2002), and due to the political nature of affairs, there is more complexity and uncertainty (Sanders & Canel, 2013). In fact, when it comes to change, the public sector can be very different from the private sector due to its often more bureaucratic processes, political nature of decisions and obligations for both transparency and equality.

This chapter focuses on three core areas of organisational change communication: organisational culture, employees and management. The chapter reports findings from a systematic literature review of articles from 1990 to 2016 using thematic analysis in order to answer three research questions: Is change in the public sector different from change in the private sector? What is the perceived role of communication for public sector change efforts? What insights can be found from previous literature about three topics connected with change communication: employees, organisational culture and management?

To begin, we ask whether it is actually true that public sector change differs from private sector change. Then we will examine the results of the literature review on each of these three aspects: (1) organisational culture, (2) public sector employees and (3) change management. We will summarise our findings and will conclude with three propositions for future studies on public sector change communication, which all highlight the rising importance of engagement.

Focuses on the information needs of hospitality managers in the context of increasing European integration. Notes that any gains associated with the completion of the Single European Market will not materialize unless there are adequate sources of information available to firms; a point recognized by the European Commission and each of the European Community′s member states. Briefly discusses recent surveys which have identified British managers′ awareness of European developments. Reviews a range of sources of information – official, non‐official, commercial and non‐commercial – available to hospitality managers. Concludes by pointing to a shortfall in industry‐specific literature which might hinder the ability of hospitality businesses to respond effectively to the new challenging environment.