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Describes a simulation that provides an alternative method for teaching managers about the organizational renewal process and about the skills which are necessary to effect change in organizations. The simulation is based on theories about change, diffusion of innovations, and power and influence. It gives the participants a way of being involved in creating change which offers insights into their own capabilities and understanding of the change process.

This chapter examines the pricing, demand (occupancy), and revenue per available room (RevPAR) dynamics of European hotels for the period 2006–2007. The importance of understanding the pricing behavior of direct competitors is critical to effective strategy formulation and meaningful industry analysis. Nevertheless, existing demand studies miss a critical link to local market dynamics. This study offers an alternative approach to examining competitive set pricing behavior that yields insights into the inelasticity of lodging demand. The results of this study of over 3,000 European hotel observations reveal that hotels that offered average daily rates (ADRs) above those of their direct competitors had lower comparative occupancies but higher relative RevPARs. The observed pattern of demand and revenue behavior was consistent for hotels in all market segments from luxury to economy. Country-specific analyses reveal a similar pattern, with more volatility in the results for hotels in Spain and Italy. Overall, the results suggest that the best way for a hotel to have higher revenue performance than its competitive group is to maintain higher rates. The results of this study support the position that hotel operators who resist pressures to undercut competitor's prices may be better served with higher revenues.

The purpose of this paper is to explore what organizations can do to facilitate the retention and advancement of women professionals into top leadership positions. A social exchange framework is applied to examine ways organizations can signal support for and investment in the careers of women professionals, and ultimately the long-term work relationship.

This paper employed a qualitative methodology; specifically, semi-structured interviews with 20 women executives, in primarily the US hospitality industry, were conducted. The interviews were recorded, transcribed, and content analyzed.

Organizations are likely to strengthen the retention of their female professionals if they signal support through purposeful, long-term career development that provides a sightline to the top, and ultimately creates more female role models in senior-level positions. Organizations can also signal support through offering autonomy over how work is completed, and designing infrastructures of support to sustain professionals during mid-career stages. Findings are used to present a work-exchange model of career development.

This research is an exploratory study that is limited in its scope and generalizability.

The proposed work-exchange model can be used to comprehensively structures initiatives that would signal organizational support to – and long-term investment in – female professionals and enable them to develop their career paths within their organizations.

Through offering a work-exchange model of career development, this paper identifies components of organizational support from a careers perspective, and highlights the factors that could potentially contribute to long-term growth and retention of women professionals.

This paper aims to investigate the social structure of strategic management research in the hospitality management field to determine whether a strong social structure is needed and, if so, how this structure can be enriched within the hospitality field.

A total of 1,652 articles related to hospitality strategic management published in leading hospitality and tourism as well as business journals were analyzed using co-authorship analysis combined with social network analysis.

The study’s findings demonstrate a progressive growth in collaboration. Leading authors, institutions and countries in the collaboration networks are identified. Network analysis shows that the ties in the network are too weak to build a strong social identity, although the community is broad.

This study provides solutions for building a strong social identity related to strategic management in the hospitality field. Moreover, this study helps leaders and managers, who need to know whom to speak to within academia to get industry-based advice, as well as scholars, junior researchers and graduate students, who must recognize the individuals producing knowledge in the academic field, to identify the key actors within the field.

As one of the first studies in this field, this research discusses why a strong social identity is necessary and how it can be built further while also looking at the potential for expansion in future studies.

This chapter briefly discusses the postmodern critique of developmental psychology and then presents a Vygotskian-influenced alternative understanding of development as a non-linear, relational, improvised activity engaged in by groupings of people. This reconstruction of development was the basis of a professional development project in which early childhood teachers participated in a 6-week improv workshop. The goal of the project was to reconnect the teachers with their ability to improvise or to participate in process-oriented, meaning-making activity. The project was based on the hypothesis that developing teachers’ ability to improvise would give them an alternative to relating to children as being on, or off, a developmental trajectory.

This study aims to conduct a comprehensive review of the literature on employee innovative behavior (EIB) in services. Based on the review, the conceptualization and operationalization of EIB are summarized, and the relationships between job characteristics and EIB are revealed.

Altogether, 143 papers examining EIB in services published in 56 journals, including top management and hospitality journals, during the period of 1995-2014 were reviewed.

Three approaches to examine EIB in services have been identified. The concept of EIB based on the reviewed papers is summarized. In addition, antecedents and consequences of EIB are reviewed. In particular, the role of job characteristics in EIB is discussed.

This study provides practitioners with a “one-stop” paper to enhance their understanding of the relationship among EIB, job characteristics and other relevant concepts. Implications for hospitality firms on stimulating the innovative behaviors of employees are also provided.

Owing to the particularity and importance of EIB in services, this review summarizes the current knowledge on this concept and its antecedents and provides directions for future research, especially on the relationship between job characteristics and EIB.

The purpose of this paper is to review and synthesise 149 hospitality-related studies published in the past two decades pertaining to environmental management (EM). The review was divided into three main stages: 1993-1999, 2000-2009 and 2010-2014 and provided future research directions.

The study sample consisted of articles published between 1993 and 2014 in four leading hospitality journals. The four journals chosen were the International Journal of Hospitality Management, Cornell Hospitality Quarterly, International Journal of Contemporary Hospitality Management and Journal of Hospitality and Tourism Research. The title, abstract and the content, as needed, of all EM-related full-length articles from these four journals were content analysed. Editors’ notes, book reviews, industry news, conference papers and research notes were excluded from this paper.

EM research in the hospitality industry during the first two stages focused on the development of environmental policies and practices, green consumerism, managers’ environmental attitudes, indoor air quality and smoke-free environments, sustainable development, environmental performance, environmental cost control and environmental management systems (EMSs). During the third stage from 2010 to 2014, topics about environmental benchmarking and indicators have surfaced. Notwithstanding this, EM in the environmental reporting, and green marketing have been pursued less enthusiastically.

Compared with the mainstream management literature and considering the future development of EM, hospitality scholars are encouraged to extend their research to include green marketing, environmental technologies, environmental reporting, carbon footprint, employees’ green behaviour, the effects of EM on hospitality firms’ stakeholders and small- and medium-sized hospitality firms. In addition, more effort should be spent on developing hospitality-specific theories for EM.

Little has been done to determine the main research agendas in hospitality EM. A review of recent research on this topic provides an inventory of existing knowledge and points out areas requiring further knowledge exploration.

This article explores the use of a quality management model by a public sector agency to implement a socially responsible purchasing initiative related to minority diversity of the vendor pool. There is a description and discussion of the use of a quality management model for planning and implementing the initiative with a focus on changing organizational culture and reinforcing organizational policy priorities. The initial success of the initiative in increasing total contracted dollars to minorities suggests that a quality management implementation model is a useful approach for initiating a socially responsible policy within an organization.

Congruence of personal values to organizational (the profession) values affects job performance, job satisfaction and ethical behavior. The purpose of this paper is to answer two research questions: (1) what are the personal ethical values of today's leaders in the US accounting profession and (2) are these personal ethical values congruent with the profession's ethical code?

This study uses a survey approach to determine the personal values of US-certified public accounting leaders. The personal values of the Certified Public Accountants (CPA) leaders were measured using the Rokeach Value Survey instrument.

Findings show that for each highly prioritized personal value, there is one or more parallel with the profession's values, as represented by the US American Institute of CPAs ethics code.

This study was limited by the time period used. Future studies could include other time periods. This study could be used as a starting point for longitudinal studies to determine if personal values of professional accountants change over time.

This paper offers a fresh understanding of the relationship of accountants' personal values to professional values.

This paper provides insights into the person–organization (P–O) fit of US accountants within their profession.

This paper examines the P–O fit of accounting leaders, that is, the congruence of personal values and organizational values. The P–O fit contributes to job performance and job satisfaction.