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The purpose of this paper is to profile the Worldwide Hospitality and Tourism Themes theme issue “The way forward: how is Malaysian hospitality and tourism education working with industry?” with reference to the experiences of the theme editors and writing team.

Structured questions were used to enable the theme editors to reflect on the rationale for the theme issue question, the starting point, the selection of the writing team and material and the editorial process.

Malaysia’s hospitality and tourism industry is facing an acute shortage of skilled employees, accentuated by the fact that jobs in the industry are not broadly appealing to Malaysians.

The hospitality and tourism industry in Malaysia wants to employ graduates with a professional attitude and mindset, and to secure this objective, a greater focus on work-based learning is needed.

The paper draws on discussion and applied research to explore the hospitality and tourism industry–education collaboration in Malaysia and the ways in which employability and retention can be enhanced by a greater emphasis on work-based learning.

The purpose of this paper is to summarise the main points arising from the articles contained in this theme issue and to provide some directions for the future development of hospitality and tourism education in Malaysia.

The paper reviews the contribution made by this theme issue in response to the strategic question: How is Malaysian hospitality and tourism education working with the industry?

The paper observes that authors with different academic and industry backgrounds are able to generate significant outcomes in terms of the contribution to knowledge and/or professional practice, the implications for management action, applied research and industry practice in Malaysia.

This paper considers the extent to which the strategic question discussed in this theme issue could be applied to other ASEAN countries.

This study aims to explore the perception and preferences of hiring managers toward employing airline cabin crew for management positions in food and beverage outlets.

A phenomenological approach is adopted for this study purposefully selecting food and beverage hiring managers and airline cabin crews.

The study concludes that with customized and effective re-training, food and beverage hiring managers are willing to employ airline cabin crews to assume managerial positions.

This study outlines the practicalities of re-training individuals to improve personal and organizational performance.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

Women have always worked: whether unrecognised, at home, or more recently, as part of the paid work‐force. Their contribution to the economy has always been significant, if unsung. But how far can women go within our present work‐structure; how do they fit into the existing career patterns; do they really have equal opportunity? Retailing has been one of the areas of employment where women have traditionally predominated — in numbers, at least. So what has the female work‐force done for retailing, and what are the retailers doing for the women themselves? At a time when many people are talking of a crisis of management, and looking at the pool of female labour as a largely untapped source of new talent, what part are women playing in retailing today, and what are the limitations placed on them, and why?

The purpose of this article is to provide a set of role playing exercises for teachers that demonstrates to their students the relationship between organizational justice and conflict management.

The objectives are achieved by presenting two scenarios that illustrate a manager who conducts a performance review and is highly sensitive to organizational justice issues and a manager who conducts a performance review and disregards organizational justice issues. Students are allowed to role play several conflict management styles adopted by these two managers, and observe the effects these styles might have on the organization, the employees, and the outcome of the performance review.

The article proposes that a student will learn the value of organizational justice and discover the negative consequences for the manager who fails to attend to both the social and structural elements of the just and fair treatment of employees. Students will learn new techniques for handling conflict; in particular, the conflict that arises during performance reviews.

The relationship between organizational justice and conflict management has received very little attention in the literature. The exercises in this article will expose the student to a new way of viewing management decisions and treatment of employees. The hope is that these insights will carry over into real‐world practices that benefit the employees, the managers, and the organization.

The recent increase in unemployment has been accompanied by much discussion of the structure of unemployment. Many have occupied themselves by trying to allocate the increase between the conventional categories of frictional, structural and cyclical and in trying to separate the voluntary and involuntary components of the problem. Others have investigated the nature of the problem in terms of job turnover or duration, while a number have busied themselves with the issue of whether the published unemployment figures are an accurate measure of the pressure of demand or of social distress.

The case was developed from secondary sources. This descriptive case was classroom tested in undergraduate organizational behavior courses.

The 94th Academy Awards ceremony, which honored movies released in 2021, was held on March 27, 2022, at the Dolby Theater in Hollywood. Prior to Chris Rock announcing the winner in the category of best documentary film, Rock was assaulted on stage by Will Smith. On April 8, 2022, the Academy’s board of governors met to discuss disciplinary actions for Smith’s behavior. The Academy’s board decided to ban Smith from all Academy events for the next 10 years. Theories of individual behaviors and social processes can provide explanations for behaviors of Chris Rock, Will Smith, the producers and the Academy.

This descriptive case is most appropriate for undergraduate-level organizational behavior courses. The primary topics in this case align well with individual behaviors relative to emotional intelligence (EI) and motivation. The secondary topics in this case align well with social processes relative to decision-making, conflict and culture.

This paper aims to assess the appropriateness of two contrasting models of governance to organisations within the social enterprise sector.

In order to achieve this aim the paper draws on theories of for‐profit governance, particularly the stewardship model, and theories of non‐profit governance, particularly the democratic model. Theoretical insights from these literatures are then combined with the emerging literature on social enterprise.

Two propositions result from this which posit that social enterprise, despite being located within the non‐profit sector, may be more likely to exhibit for‐profit forms of governance.

Practitioners within social enterprises, and those operating in advisory roles to the sector, could benefit from the argument advanced in the paper in that it offers a potential governance solution to the distinctive management challenges being faced by social enterprises.

The paper contributes a framework for examining governance within social enterprises, and offers a guide for future research into social enterprise governance.