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This study compares the applicability of the zone of tolerance and importance-performance analysis (IPA) techniques in the evaluation of convention delegates’ perceptions of products and services. Overall, 217 cases out of 400 were used for analysis, a response rate of 54 percent. The study results indicate that although an IPA technique is still useful in assessing the service performance of a convention facility, IPA should be employed with caution, concrete criteria, and clear goals. The study results also show that the zone of tolerance is practically applicable into business practice to assess service performance item by item.

This study compares the applicability of the zone of tolerance (ZOT) and importance performance analysis (IPA) techniques in the evaluation of convention delegates’ perceptions of products and services. Overall, 217 out of 400 were used for analysis, providing a response rate of 54%. The study results indicated that although an IPA technique is still useful in assessing the service performance of a convention facility, IPA should be employed with caution, concrete criteria, and clear goals. The study results also showed that the ZOT is practically applicable into business practice to assess service performance item by item.

Scanning both the academic and popular business literature of the last 40 years puzzles the alert reader. The variety of prescriptions of how to be successful (effective, performing, etc.) 1 Organizational performance, organizational success and organizational effectiveness will be used interchangeably throughout this paper.1 in business is hardly comprehensible: “Being close to the customer,” Total Quality Management, corporate social responsibility, shareholder value maximization, efficient consumer response, management reward systems or employee involvement programs are but a few of the slogans introduced as means to increase organizational effectiveness. Management scholars have made little effort to integrate the various performance-enhancing strategies or to assess them in an orderly manner.

This study classifies organizational strategies by the importance each strategy attaches to different constituencies in the firm’s environment. A number of researchers divide an organization’s environment into various constituency groups and argue that these groups constitute – as providers and recipients of resources – the basis for organizational survival and well-being. Some theoretical schools argue for the foremost importance of responsiveness to certain constituencies while stakeholder theory calls for a – situation-contingent – balance in these responsiveness levels. Given that maximum responsiveness levels to different groups may be limited by an organization’s resource endowment or even counterbalanced, the need exists for a concurrent assessment of these competing claims by jointly evaluating the effect of the respective behaviors towards constituencies on performance. Thus, this study investigates the competing merits of implementing alternative business philosophies (e.g. balanced versus focused responsiveness to constituencies). Such a concurrent assessment provides a “critical test” of multiple, opposing theories rather than testing the merits of one theory (Carlsmith, Ellsworth & Aronson, 1976).

In the high tolerance level applied for this study (be among the top 80% of the industry) only a handful of organizations managed to sustain such a balanced strategy over the whole observation period. Continuously monitoring stakeholder demands and crafting suitable responsiveness strategies must therefore be a focus of successful business strategies. While such behavior may not be a sufficient explanation for organizational success, it certainly is a necessary one.

This primer defines and describes conscious and nonconscious perception and assessment processes by tourists. The primer links the field of tourism perception studies to the literature of experimental social psychology. The primer describes the important roles that metaphors play in connecting conscious and nonconscious thinking and how both tourism brand managers and tourists use metaphors to use stories to enable enactments and favorable outcomes of archetypal motivations. The primer introduces formal implementable models of the major tenet in Urry’s tourist gaze – visitors’ home culture automatically and mostly nonconsciously profoundly influences their perceptions, assessments, and interpretations of what they see when traveling and visiting away destinations. Model implementation includes applying Boolean algebra-based asymmetric tests instead of symmetric matrix algebra-based statistical tests – the asymmetric tests examine for the consistency of high scores in perceiving, assessing, and behaviors of complex configurations of antecedent conditions. A detailed empirical example of asymmetric testing includes consistent high scores for Americans, Brits, Canadians, and Germans for not shopping for gifts to take home during their visits to Australia. This primer also introduces the concept of the tourist meta-gaze – seeing and assessing outside the automatically activated culturally based tourist gaze.

Efforts aimed at evaluating quality in leisure, tourism and hospitality have concentrated predominantly on measuring perceived service quality using the SERVQUAL scale, either in its original form or with modifications. While these studies are of great theoretical and practical value, the focus on measuring consumer satisfaction may limit the potential scope of the quality-measurement process. This is particularly true in assessing the quality of complex services such as those found in the leisure, tourism and hospitality sectors, which may require the application of a range of measures that will collectively contribute to the identification of quality levels. This article critically evaluates the potentialities and limitations of the SERVQUAL scale in measuring quality in leisure, tourism and hospitality. It concludes that the SERVQUAL scale is a necessary but insufficient measure of quality within these sectors and specifies implications for future research.

Emotions play a significant role in the workplace, and considerable attention has been given to the study of employee emotions. Customers also play a central function in organizations, but much less is known about customer emotions. This chapter reviews the growing literature on customer emotions in employee–customer interfaces with a focus on service failure and recovery encounters, where emotions are heightened. It highlights emerging themes and key findings, addresses the measurement, modeling, and management of customer emotions, and identifies future research streams. Attention is given to emotional contagion, relationships between affective and cognitive processes, customer anger, customer rage, and individual differences.

Measures to tackle anti-social behaviour and nuisance to residents, particularly in urban areas, have been a major focus of UK Government policies over recent years. The Crime and Disorder Act 1998 and subsequent legislation such as the Anti-Social Behaviour Act 2003 introduced stricter powers, particularly through the use of anti-social behaviour orders (ASBOs), as a means of addressing problems in residential neighbourhoods. While there is clearly a need to tackle problem behaviour that impacts seriously on the quality of life of community members, evidence also suggests that behaviour previously tolerated by many is now targeted through enforcement measures, leading to increased polarisation and stigmatisation of some groups (Rowlands, 2005). At the same time, national agendas around Neighbourhood and Civic Renewal¹ aim to minimise conflicts in neighbourhood renewal areas through fostering understanding and building bridges between different groups within diverse communities. There is thus some tension between the different agendas which impacts on how such issues are addressed within localities.