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Discusses the exploitation of the metabolic activities of the lactic acid bacteria in the manufacture of dairy products. Gives the two main “starter culture” groups as: (1) mesophiles; and (2) thermophiles; and considers the relevance to the consumer of the presence of species from these groups in food products. Concludes that the presence of viable mesophiles is of limited significance in nutritional terms; but that the presence of thermophiles in bio‐yogurts and similar items will benefit the consumer, if these items are consumed on a regular basis.

Suggests that though inulin is an oligosaccharide of dietary interest as a bifidogenic factor, little consideration appears to have been given to its behaviour in foods. Establishes that inulin would be entirely suitable for incorporation into natural or stirred fruit yogurt, in that it enhances the organoleptic properties of the product(s), and at inclusion levels which could be valuable from a nutritional standpoint.

Comments that few service firms are sufficiently prepared to meet the challenge of service innovation. Reviews existing models of new service development. Proposes a systematic model based not on the small amount of new service development literature but on theories of new product management, which reflects the conditions unique to service industries. Concludes with ten propositions for service management.

Examines the development of new services in service organizations, which has often been incomplete and has resulted in the needs of the marketplace remaining unsatisfied. Considers the findings of a study comparing the process of new service development in different service industries. Reports on how development may be improved and offers a model allowing greater input from the service recipients.

Shame is a common, yet seldom acknowledged emotion. Shame signals a threatened social bond in which the claim of as what one wants to be seen (i.e., the claim for a certain relational identity and relative status positioning) is neglected by the other party. Using a case study approach, this chapter provides insights into how shame shapes the relationship and leadership structure in organizations. The case used is based on a documentary TV show; hence this chapter also provides insight in the use of visual/TV material to gain insight in relational leadership dynamics.

This is an invited 75article for Tourism Review addressing tourism employment, past and future.

Conceptual analysis of tourism employment with a focus on paradox.

Inherent paradox which underpins tourism employment.

A wholly original take on tourism employment.

Resurgent interest in the life and work of the Italian Cambridge economist Piero Sraffa is leading to New Directions in Sraffa Scholarship. This chapter introduces readers to some of these developments. First and perhaps foremost is the fact that as of September 2016 Sraffa’s archival material has been uploaded onto the website of the Wren Library, Trinity College, Cambridge University, as digital colour images; this chapter introduces readers to the history of these events. This history provides sharp relief on the extant debates over the role of the archival material in leading to the final publication of Production of Commodities by Means of Commodities, and readers are provided a brief sketch of these matters. The varied nature of Sraffa scholarship is demonstrated by the different aspects of Sraffa’s intellectual legacy which are developed and discussed in the various entries of our Symposium. The conclusion is reached that we are on the cusp of an exciting phase change of tremendous potential in Sraffa scholarship.

This paper aims to propose a “Four-F (finding facts, fostering alternates, fulfilling implementation and feasibility testing)” action plan to global food service businesses (FSB) such as restaurants (dine-in/take away) to build resilience during times of global crises. The 2019 Coronavirus disease and FSBs apply as working examples elaborating the proposed Four-F action plan with several managerial implications for the internal and external stakeholders of FSBs.

The method involves reviewing and coding 108 articles using the PRISMA approach, then applying findings to develop the Four-F action plan integrating multiple theoretical concepts (such as stakeholder, crisis management and dynamic capabilities).

There are two key findings. First, though all four crisis phases should be considered by decision-makers as part of their contingency planning process, the pre and post-crisis stages need higher attention. Second, the Four-F action plan provides specific recommendations to FSBs stakeholders (consumers, suppliers and government) for each crisis phase (pre-crisis, crisis emergence, crisis occurrence and post-crisis).

To the best of the authors’ knowledge, this is the first paper that has incorporated multiple theoretical frameworks (stakeholder theory, crisis management and dynamic capabilities) within the FSBs context and provided the Four-F action plan for decision-makers to understand and manage crisis phases.