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The paper has a twofold purpose: (1) to test the application of means-end theory to providers of hospitality goods and services, and (2) to explore this question in the context of winery tasting rooms when they had a unique opportunity to restructure their hospitality experience due to government restrictions in response to COVID.

A qualitative approach was adopted, and a convenience sample was used to conduct semi-structured laddering interviews. Forty interview transcripts were coded as means-end ladders, which were analyzed using a custom computer program to develop the implication matrix and the hierarchical value map.

This paper demonstrates that means-end is a useful approach to investigate the values and behaviors of the producer, specifically hospitality hosts. It finds that the principal goal of tasting rooms is to generate sales, and offering a compelling guest experience is the characteristic that contributes the most to achieving that goal. The staff and the atmosphere created for the guests are the two factors with the greatest influence on the guest experience.

This is the first paper to use means-end theory to study the hospitality host, or the producer of goods and services in general, and the first to study winery hospitality primarily through the lens of means-end theory. The study also helps fill a gap in research on tasting room sales focused on the winery’s goals.

The prevalence of visually splendid multi-million-dollar cellar doors (CDs) builds an assumption that bricks and mortar create the co-created cellar door experience (CDE). This study aims to determine what attracts the visual attention of staff and customers during a CDE at three visual designs of CD: lively, stylised and simple.

A total of 23 customers and five staff consented to record their CDEs using TobiiPro2 glasses with 35 recordings providing 993 min for analysis with Tobii Pro Lab. Twenty-five areas of interest were used to calculate fixation and visit metrics.

The most attended elements of a co-created CDE were staff and faces. Attention is less influenced by the design of CD, whereas staff significantly influence attention.

The findings are valuable to the industry as they highlight the importance of human resources to a winery business, an increasingly casualised workforce. Future research could focus on staffing needs, including training and performance during experience delivery, with the expectation of increasing profitability.

To the best of the authors’ knowledge, this study is the first to analyse objective recordings of staff and customer visual attention during their experience.

Scandals regularly sweep through organizational fields: they wreak havoc in markets, vaporize billions of dollars in firm value, bring down giant corporations, get CEOs fired, alter the evolution of technologies, and trigger major changes in society. In spite of their significance for organizational life, scandals have received remarkably limited attention in management research. I build on the social sciences’ sparse but growing stream of research on scandals to explore the concept beyond its usual representation as a discrete event. I propose that an organizational scandal may be understood as an interactional process associated with the disclosure of alleged organizational misconduct that involves: a public struggle between alleged perpetrators and social control agents over the framing of organizational misconduct; moralizing by audience members; collective effervescence at the societal level; and the potential rewriting of the moral rules applicable to organizations and their members.

This case is used in Darden's required first-year course, “Strategic Thinking and Action.”

In 2015, Steve and Heidi Crandall, the founders of Devils Backbone Brewing, LLC (DBB), were looking back on eight years of unanticipated success and significant growth. DBB had created a destination, a brand, and beer that drew people from all over, and it was the largest craft brewery in its region. The entire community, not just loyal beer drinkers, had supported DBB. In addition to funding and zoning accommodations, so many local residents had built their own economic lives around what had been their “little brewery that could.”

But the success had brought challenges, specifically in terms of growth. DBB was consistently not meeting demand in its existing markets and was receiving complaints about out-of-stocks. The Crandalls and their team had to figure out how to grow with, or preferably ahead of, demand for DBB's product. Should DBB build further capacity despite an already exhausted line of credit? Should it employ a contract brewer despite the local authenticity concerns such a move might stir up? Or should it just keep trying to manage business within its existing footprint, comfortably serving its loyal customer base?

The user experience during the use of activities and services is a fundamental aspect for sports managers and can provide a competitive advantage. The purpose of this study was to identify the dimensions of experiential quality and the relationship of this construct with customer trust and customer satisfaction in achieving behavioral intention.

Using a convenience sampling technique, a total of 322 gym users in Turkey participated. A two-step approach was used to test both the model and the research hypotheses [confirmatory factor analysis (CFA) and structural equation modeling (SEM)].

The interaction quality, physical environmental quality, outcome quality and enjoyment quality were positively related to experiential quality. Similarly, the experimental quality was positively related to customer satisfaction and customer trust. Finally, customer satisfaction was related to behavioral intentions.

This study provides empirical evidence about the importance of experiential quality to gain a competitive advantage in the context of fitness centers.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

Just as the Covid-19 pandemic has hit all areas of life, it has also hit the working life. Towards the end of the pandemic period, the concept of quiet quitting entered people's lives. The phenomenon of quiet quitting has been introduced as a brand new concept in the mainstream media and social media in general. The primary objective of this study is to investigate and define the emerging phenomenon of quiet quitting. Furthermore, this study aims to compare this novel phenomenon with other established theoretical approaches in the field of management.

This review study specifically examines the concept of quiet quitting, aiming to gain a deeper understanding of this phenomenon.

Contrary to popular belief, the phenomenon of “quiet quitting” is not a recent or trendy occurrence. Instead, it has persisted for numerous years and is intertwined with various theories such as motivation, commitment, engagement and social exchange theory.

This study provides employers, managers, HR practitioners with recommendations on how to address the employee's quiet quitting behavior.

This study represents a pioneering work that explores an uncharted territory, the phenomenon of quiet quitting. The authors demonstrated and relate the historical processes of management theories to the phenomenon of quiet quitting, which is a concept that appears to lack roots.

Customer reviews on online platforms after their service experience not only provide useful information to help other customers make reasonable decisions about the hotel, but also provide a great opportunity for scholars to refresh the research directions on customer experience and satisfaction in tourism services. This paper aims to discover the key driver of international tourist satisfaction in the hospitality service and the way to effectively improve this factor, starting with the abundant online customer reviews.

A multi-perspective approach was used to compare the differences in service providers and service user’s interpretation of the factors that shape customer satisfaction. In addition to content analysis of nearly 2,500 online reviews of international tourists for 21 high-class hotels in Vietnam on Booking.com in 2019, the authors conducted in-depth interviews with the managers of 5-star hotels to show a comprehensive picture of customer satisfaction drivers, especially the staff factor.

The research results have clarified the main aspects of the staff – the most important service factor among the seven hotel service factors investigated from the customer’s perspective. On the other hand, the study also emphasized the gap between customers’ perception of the staff and the enterprise’s efforts and implementation of this factor. These findings allowed to identify aspects of staff that could be further improved to more effectively satisfy customers and provide a superior experience.

The study suggested a potential research direction using a multi-perspective approach to better understand trends and shifts in customer experience and satisfaction. Further studies could overcome the limitation of the research scope of this paper by examining different destinations or expanding the exploration of both mid-range and budget hotels.

The findings offer implications for managers to improve tourist satisfaction by developing organizational culture and mindfulness-related training programs for employees.

This study has enriched the literature of tourism and hospitality services by providing empirical evidence on the exploitation of big data sources and deepening the insights into international tourist satisfaction with hotel services.