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There can be little doubt about the importance and relevance of quality for any service industry. One of the most influential contributors to service quality developments was W. Edwards Deming (1900‐1993). An important component of Deming's philosophy is reflected in his 14‐principles for transforming a service as they indicate what management needs to do to ensure that they and their employees are able to deliver good service quality. The purpose of this paper is first, to select and describe six of the 14 principles and their implications for organisational management; and second, to hightlight the relevance of these principles within higher education.

Six of Deming's principles for transforming organisational management and the application of these to management within the area of higher education are discussed. The selection of these six principles, for discussion is not that they are more important for quality, but because they are among the most important for management in higher education.

Deming's principle on teamwork is not only about problem solving and decision making but more fundamentally it is about breaking down organisational and professional barriers. This is necessary for creating opportunities for people to generate new insights and ideas for improving quality of the service provided by the organisation.

This general review paper discusses six of Deming's principles seen as being important in managing education and considers that organisational management needs to embrace these particular principles if they are to be successful in pursuing their quality initiatives.

The purpose of this paper is to investigate the effects of capacity decisions regarding the number of servers/chefs and tables on identifying a change in the number of wait-related anxious customers, customer losses and customers served to meet the waiting time standards of an actual upscale restaurant.

The authors applied a simulation model to present the consequences of restaurant capacity decisions based on waiting time standards. Arena Simulation Software, licensed by Rockwell Automation, was used for modeling and identifying distributions of the data set provided by the restaurant. An experiment was designed for an upscale restaurant with existing five servers/chefs and 50 tables by changing these resources to measure the changes in customers' wait-related anxiety and other service performance indicators.

The results showed that an additional server/chef on weekends decreases the daily average number of anxious customers by nearly 33% and increases the daily average number of customers served by nearly 3% and has a little positive effect of decreasing customer losses. Table insertion for high- and low-requested seating areas had an only positive effect on decreasing customer losses.

In this study, the service capacity is dependent on waiting time, and it is addressed to study the relationship with customers' wait-related anxiety, which is a subjective metric. This study developed a point of view for identifying anxious customers whose waiting times are much longer than their cooking and delivery duration expectations regarding their meal preferences in the cooking stage and waiting experiences in the service entry.

Several review articles have been published within the Artificial Intelligence (AI) literature that have explored a range of applications within the tourism and hospitality sectors. However, how efficiently the applied AI methods and algorithms have performed with respect to the type of applications and the multimodal sets of data domains have not yet been reviewed. Therefore, this paper aims to review and analyse the established AI methods in hospitality/tourism, ranging from data modelling for demand forecasting, tourism destination and behaviour pattern to enhanced customer service and experience.

The approach was to systematically review the relationship between AI methods and hospitality/tourism through a comprehensive literature review of papers published between 2010 and 2021. In total, 146 articles were identified and then critically analysed through content analysis into themes, including “AI methods” and “AI applications”.

The review discovered new knowledge in identifying AI methods concerning the settings and available multimodal data sets in hospitality and tourism. Moreover, AI applications fostering the tourism/hospitality industries were identified. It also proposes novel personalised AI modelling development for smart tourism platforms to precisely predict tourism choice behaviour patterns.

This review paper offers researchers and practitioners a broad understanding of the proper selection of AI methods that can potentially improve decision-making and decision-support in the tourism/hospitality industries.

This paper contributes to the tourism/hospitality literature with an interdisciplinary approach that reflects on theoretical/practical developments for data collection, data analysis and data modelling using AI-driven technology.

Restaurant operators can process a greater number of customers and increase revenues by reducing service encounter duration during high demand periods. Actions taken to reduce duration may be experienced by customers as an increase in the pace of the service encounter. While achieving a reduction in duration may be appealing from a revenue perspective, will customers' perceptions of the resulting pace of the service encounter negatively impact their satisfaction? The aim of this paper is to propose that, in the context of restaurant experiences that are hedonic and extended in nature, the overall relationship between perceived service encounter pace and satisfaction follows an inverted U‐shape.

Respondents were asked to recall a recent (i.e. within the last three weeks) restaurant experience, write a description of that experience, and then complete scales that measured their perceptions of pace and satisfaction with the experience.

The relationship between perceived pace and satisfaction has an inverted U‐shape. This holds both at the level of the overall service encounter and by service stage within the encounter. The effect of perceived pace on satisfaction is moderated by service stage, with a greater tolerance of a faster pace during the post‐process stage than during the pre‐process or in‐process stages.

The results of this study have implications for the application of revenue management strategies for duration control. Management need to consider the negative effect that service encounter pace can have on consumer satisfaction. Service stage should also be factored into strategy development for duration control.

This paper extends the wait time literature, demonstrating that as the perceived pace of the service encounter increases, satisfaction increases, but only up to a point, beyond which it decreases as perceived pace continues to increase.

What is Electronic Publishing? Electronic Publishing (EP) is the application of communications technology to distribute information. In the context of libraries, it typically means large, often textual databases, stored on powerful computers, from which information is selectively retrieved using terminals linked to the computers via the telephone system.

Without effective support and intervention, young people with learning disabilities and severe challenging behaviour are at risk of placement in out-of-area residential settings or highly specialist child and adolescent mental health service (CAMHS) units. Such placements may be inappropriate and result in significant reductions to the quality of life of young people and their families. This paper aims to evaluate the effectiveness of the Bradford positive behaviour support (PBS) service model in terms of its aims to improve quality of life, develop skills and maintain children living with their families in their own homes.

A service evaluation using quantitative and qualitative data from a range of sources to review the effectiveness of the PBS model being applied in Bradford and Calderdale was the methodology used.

When consistently implemented, the Bradford positive behaviour support–in reach service may improve quality of life, facilitate skill development in young people and their carers and reduce placements in residential and CAMHS inpatient units. Avoidance of such placements is likely to reduce the overall costs of service commissioning in Bradford.

This paper evaluates a novel approach being applied by a third sector agency to implement effective PBS with a small group of children, their families and networks. There is scope for this model to be successfully implemented in other areas.

The American Institute of Certified Public Accountants and the Accounting Education Change Commission have mandated the adoption of 150 semester hours for accounting students and as a prerequisite for taking the CPA examination. More than 40 states have already adopted the 150‐hour requirement. Proponents of the change have argued that accounting education has to change from a knowledge‐based education to a process‐oriented programme and develop a process of inquiry and a desire for life‐long learning in the students. They hope to effect changes to result in improved intellectual, communication, and interpersonal skills, and a better understanding of the broad picture in a business. It is argued here that although the mandate may have been well‐intentioned but knowingly or unknowingly the authors have chosen to ignore the most essential component, i.e. what does it take to teach the students for success in the accounting profession? It is argued that the missing link is primarily trained and versatile teachers, followed with the lacking prerequisites for the students and their parents. Furthermore, no consideration has been given to the additional cost involved for the students and their parents and the question of commensurate job opportunities for those involved.

Draws parallels between our consulting model (derived from the work of Gerard Egan), the core processes of the Myers‐Briggs Type Indicator (MBTI) and the managerial roles required in effective organizations. Argues that there are synergies between the four stages of the consultancy model, four levels of hierarchy (top, senior and supervisory management plus operators) and the four core processes of the MBTI (Sensing‐Feeling, Intuition‐Thinking, Intuition‐Feeling and Sensing‐Thinking). Discusses this in the context of MBTI findings on both consultants and the UK managerial population.

This paper aims to examine the complex issue of the social cost of carbon. The authors review the existing literature and the strengths and deficiencies of existing approaches. They introduce a simple methodology that estimates the amount of “legal looting” in the fossil fuel industry as an alternative approach to calculate an unpaid social cost of carbon. The “looting amount” can be defined as society’s failure to charge fossil fuel firms for the damage that their activities cause represents an implied subsidy.

The methodology used in this paper combines decisions in the form of policymakers setting carbon taxes and rational investors investing in carbon emission markets.

The authors show that the unpaid social cost of carbon in the fossil fuel industry was US$12.7tn over 1995-2013, but may be as high as US$115.5tn.

Over the same period, the sum of industry profits, emission trading scheme carbon permit and carbon tax revenue totalled US$7tn, indicating the industry would not be viable if it was made to pay for damages to society.

Metaverse blends the physical and virtual worlds, revolutionizing how hospitality customers and hospitality organizations facilitate the co-creation of transformational experiences and values. This paper aims to explore the opportunities and challenges that Metaverse introduces for hospitality and tourism management and marketing as part of the customer experience and value co-creation process. This paper also discusses how the advent and development of Metaverse can potentially transform hospitality customer experience and value co-creation.

A comprehensive literature review was undertaken to explore conceptual developments on Metaverse and best practice examples from around the world.

Metaverse not only opens many exciting opportunities for hospitality and tourism but also poses some great challenges. Hospitality and tourism organizations need to use the Metaverse strategically to customize and co-create hybrid virtual and physical experiences, allowing consumers to engage with them and also with other customers before, during and after their visit. A range of research opportunities also emerge for the adoption and operationalization of Metaverse.

This paper critically analyzes the early applications of Metaverse in hospitality and tourism as well as promotes future solutions for hospitality and tourism management and marketing. The conceptual model in this study can help different stakeholders better understand the flow, logic and potential of Metaverse in the hospitality and tourism industry.

The paper defines and conceptualizes the potential of Metaverse in hospitality customer experience and value co-creation. Besides putting forward a research agenda for further exploiting the full potential for both hospitality customers and hospitality organizations, this paper elucidates the impacts of Metaverse on hospitality management, rooted in the previous literature in value co-creation and technology-enhanced experience.