Helena A. Williams and Robert L. Williams
This book chapter focuses on The Hands-On Gastronomic Tourist. Hands-on in this context means active involvement of tourists in local food- and beverage-related activities when…
Abstract
This book chapter focuses on The Hands-On Gastronomic Tourist. Hands-on in this context means active involvement of tourists in local food- and beverage-related activities when they travel. The chapter illuminates who these tourists are and elucidates how and why they crave hands-on, immersive, authentic, local food or drink activities, or experiences (beyond eating a meal) when they travel locally, regionally, nationally, and internationally. It provides examples, data, and models that explain what these tourists value and desire as well as why they are influential within the tourism industry. By understanding the characteristics and practices of this fast-growing tourist sector, hosts of food/beverage businesses, local community developers, and related stakeholders will know the minimal elements that must be in place if their businesses and communities are to succeed in creating and supporting sustainable gastronomic tourism initiatives that have the potential to elevate a geographic area to a recognised international gastronomic destination status. This chapter explains why co-marketing and ultimately delivering co-branded promises from like-minded businesses that attract these hands-on food tourists is critical to the economic sustainability of one of the fastest growing tourism sectors.
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Jingxue Jessica Yuan, Sungpo Yi, Helena A. Williams and Oak-Hee Park
Despite the perfect nutritional value of imperfect “ugly” produce, they are either never harvested or discarded, resulting in escalating farm-to-fork food waste problems in the…
Abstract
Purpose
Despite the perfect nutritional value of imperfect “ugly” produce, they are either never harvested or discarded, resulting in escalating farm-to-fork food waste problems in the USA. The purpose of this paper is to investigate US consumers’ perceptions of imperfect “ugly” produce and their willingness to purchase and consume these foods in their households.
Design/methodology/approach
Four focus group sessions with at least five voluntary participants per session were conducted. Each session used structured interview questions and the discussions were led by the same moderator. All sessions were recorded, transcribed and analyzed based on published focus group guidelines and recommendations.
Findings
The research study has revealed two categories of potential consumers, Influencers and Learners, when it comes to an initial understanding of “ugly” produce consumption. The study also identified nine themes (i.e. food safety, price sensitivity, location of sale, product display, name/label, purpose of use, fun, targeted education and food waste) that consumers hold regarding imperfect “ugly” produce.
Research limitations/implications
Insights from this study provide strategies for sustainable food management that could help stakeholders along all points of the food chain save money, reduce hunger and diminish food waste in our communities.
Originality/value
This study serves to provide preliminary insights in approaching the issue of consumers’ perception of imperfect “ugly” fruits and vegetables from a research perspective. Although a limited number of real consumers from the local community participated, their rich and in-depth qualitative responses defined the scope and the defining questions that need further exploration.
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Zanete Garanti and Christiana Stylianou
This study aims to identify stakeholders and dimensions of the gastro-tourism cluster in Cyprus in order to facilitate the creation of a network of unique culinary experiences for…
Abstract
Purpose
This study aims to identify stakeholders and dimensions of the gastro-tourism cluster in Cyprus in order to facilitate the creation of a network of unique culinary experiences for tourists.
Design/methodology/approach
The qualitative research approach was undertaken through interaction with academics, researchers, and public and private sector stakeholders during the Gastro-Tourism Conference, which was organized by the University of Nicosia, Cyprus, in May 2022. The study draws on data from non-structured interviews conducted with tourism industry professionals and stakeholders.
Findings
Four stakeholders of the gastro-tourism cluster were identified: enterprises from the gastro sector, supportive enterprises and industries, public institutions, and other institutions. Geographic proximity and knowledge sharing are the main dimensions affecting the gastro-tourism cluster in Cyprus.
Originality/value
The authors identified stakeholders in and dimensions of the gastro-tourism cluster in Cyprus, each of which plays a significant role in creating culinary experiences for visitors and ensuring more sustainable and less seasonal development of the island as a destination.
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Mohammad Faraz Naim, Sumbul Fatima and Mohd Suhail
After a thorough analysis of the case, students will be able to do the following: understand the building blocks of incentive structure in an organizational setting. Review the…
Abstract
Learning outcomes
After a thorough analysis of the case, students will be able to do the following: understand the building blocks of incentive structure in an organizational setting. Review the existing incentive structure at WINFORT. Develop effective incentive approaches to motivate employees at workplace. Illustrate the importance of performance management review to motivate employees.
Case overview/synopsis
The case explores the motivational state of a talent acquisition executive or talent scout working for a staffing firm, WINFORT Services in New Delhi, India. The two main characters in the cast are Helena Stacy, the Lead Talent Scout at WINFORT and Sofia Williams, the Talent scout. There was a meeting conducted between Helena and Sofia regarding the latter’s performance review held annually. However, to Sofia’s surprise, she could to get any salary hike this time as she failed to achieve her given targets. This led to a serious altercation between the two and resulted in Sofia started thinking of looking for alternate job opportunities.
Complexity academic level
The case is suitable for any postgraduate course, in particular MBA or MBA executive development program on human resource management, talent management, compensation and benefits, and as a module on motivation in organizational behavior.
Subject code
CSS 6: Human Resource Management.
Supplementary materials
In addition, there are more resources available to augment the understanding of the business operations of staffing firms in India. Interested instructors and students are advised to go through these resources to better understand the routine operations of a staffing organization. https://talentcorner.in/how-recruitment-industry-generates-wealth/ https://wowidea.in/how-recruitment-agencies-in-india-works/ https://www.michaelpage.be/about-us/our-recruitment-process?fbclid=iwar0ftzztbzm5afvdwv_oyvp1f1p8zgpuflrbt8z6yg9zakm5c0kaoaom6ha
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Helena Forslund, Patrik Jonsson and Stig-Arne Mattsson
Flexibility is one enabler of efficient use of resources and is therefore an antecedent to sustainability. The purpose of this article is to identify supplier flexibility…
Abstract
Purpose
Flexibility is one enabler of efficient use of resources and is therefore an antecedent to sustainability. The purpose of this article is to identify supplier flexibility variables in, and related to, the order-to-delivery (OTD) process and categorize them into a framework, followed by empirically exploring the framework.
Design/methodology/approach
A perception-based survey was sent to Swedish purchasing managers. 289 responses were received. After descriptive gap analysis, exploratory factor analysis was applied to structure the responses into factors. This formed the basis for hierarchical linear regression analysis, explaining supplier flexibility.
Findings
A conceptual framework, specifying supplier flexibility into volume, delivery and information exchange dimensions and relating these dimensions to the OTD process, was developed. Significant negative gaps between actual and demanded volume flexibility and delivery flexibility were identified, while positive gaps were found for information exchange flexibility. The factor analysis revealed three factors. The regression analysis verified that OTD-related information exchange flexibility and OTD-related volume and delivery flexibility explain the variation in OTD-specific flexibility and are important antecedents for supplier flexibility in the OTD process.
Research limitations/implications
A contribution to research is the framework – with defined, related and empirically validated flexibility types.
Practical implications
The study proposes a perception-based way to capture supplier flexibility in the OTD process, which is of practical relevance when evaluating suppliers.
Originality/value
Identifying, conceptualizing and capturing types of supplier flexibility in the OTD process is new related to academic literature. Also the wide empirical study mapping supplier flexibility gaps is unique in its focus.
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The purpose of this paper is to investigate the mediating factor of interactional justice (IJ) between the specific types of human resource (HR) practices: training and…
Abstract
Purpose
The purpose of this paper is to investigate the mediating factor of interactional justice (IJ) between the specific types of human resource (HR) practices: training and development (TD), compensation and benefits (CB), work process (WP), and perceived organizational support (POS). There has been scant attention paid in the past studies in examining the specific components of HR practices on organizational support and IJ.
Design/methodology/approach
The study was conducted in a healthcare organization, and employed quantitative analysis based on surveys and interviews conducted with 150 nurses. Confirmatory factor analysis and regression analysis were generated to examine the relationships among TD, CB, WP and IJ and POS.
Findings
Significant findings demonstrated that there are no direct effects between CB and TD, and POS. The result revealed that establishment of HR practices is not synonymous to organizational support. However, WP is positively correlated to POS. Further analysis indicated that IJ mediated between all three HR practices (CB, TD and WP) and POS. The findings are aligned with the previous research relating to the absence of direct correlation between team training and POS (Aguinis and Kraiger, 2009; Koster et al., 2011). The study suggests that adopting an interactive and a fair approach HR practices is crucial in managing the perceptions of employee support and workplace fairness. The management who enact the policies and practices are seen as the representatives in facilitating the WP (Wiili-Peltola et al., 2007). CB and TD are extrinsic benefits that are significant in individual personal and career growth. Hence, these components of reward system can be employed as a HR mechanism to promote trust and support with employees.
Practical implications
The empirical evidence in this present study shows that it bodes well for an organization to understand the impact of HR practices and policies on employees’ perceptions of support and fair treatment to promote organizational effectiveness and efficiency. The study shows that HR practices can enhance the psychological well-being of the employees through the support system through an open-communication channel. Providing a clear channel of communication in how the reward and benefits systems are administered and distributed, and promoting shared goals and objectives (Lyubovnikova et al., 2018) between employer and employee can be instrumental in promoting IJ in HR practices.
Originality/value
This study has enriched the theoretical and practical implications of examining the specific components of HR practices in association with IJ and organizational support. The results shed light on the balancing act of adopting the hard and soft HR management in executing the HR practices.
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Thomas Faurholt Jønsson, Christine Maria Unterrainer and Helena Grøn Kähler
Employees constitute an important source of innovation in organizations. Innovation management strategies often include attempts of stimulating employees' innovative contribution…
Abstract
Purpose
Employees constitute an important source of innovation in organizations. Innovation management strategies often include attempts of stimulating employees' innovative contribution by instilling managerial trust and granting job autonomy. However, the authors suggest and investigate the role of employees' distributed leadership agency (DLA) in hospital employee-driven innovation.
Design/methodology/approach
The authors tested the hypotheses using survey data from 1,536 nonmanagerial employees at a hospital in Denmark. In order to deal with a methodological risk of survey designs, the authors assessed and adjusted the results for common method variance (CMV).
Findings
The authors validated a DLA measurement instrument and found an indirect relationship between job autonomy and trust in management on the one hand, via DLA, and with idea generation, promotion and implementation on the other hand. In addition, the results showed a small direct relationship between job autonomy and the three innovative behaviors. The results showed that CMV did bias relationships and reliabilities but only little.
Practical implications
The study introduces distributed leadership to the field of innovation management and confirms that this concept is highly relevant for employee innovation. In order to strengthen an organization's innovative potential, leaders may not only need to grant autonomy and instill trust in their employees, but also gain from employee innovation by distributing leadership tasks to employees.
Originality/value
This study is one of the first to introduce distributed leadership to the field of employee innovation management. By identifying distributed leadership as a key variable, the findings add to one’s extant understanding of how employee involvement encourages employee innovation.
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Natalia Velikova, Bonnie Canziani and Helena Williams
Wine is an important profit center for restaurants. The purpose of this paper is to address some of the challenges and opportunities at the nexus of wine and hospitality, with an…
Abstract
Purpose
Wine is an important profit center for restaurants. The purpose of this paper is to address some of the challenges and opportunities at the nexus of wine and hospitality, with an eye on relationship building between smaller wineries and dining establishments.
Design/methodology/approach
The paper is essay style with acknowledgments made to extant literature, as well as US industry-based intelligence.
Findings
Primary challenges facing small wineries trying to enter the restaurant market revolve around constraints imposed by the traditional distribution system mindset, as well as pricing issues affecting procurement and markup of wine for restaurant use, limited abilities to provide sufficient inventory and the lack of time and people resources. Counterpoint discussion reveals opportunities related to increased focus on experience-based wine sales in restaurants, the importance of the story and the value of co-branding.
Practical implications
Partnerships with restaurants can be a delicate yet desirable part of a small winery’s strategy. The key is to develop a mutually beneficial relationship, while fulfilling the objectives and missions of both winery and restaurant. When wineries and restaurants carve out the time and invest the people resources to successfully and purposefully co-brand, optimum symmetry is formed which leads to mutually valued dining and special gastronomic experiences for the winery/restaurant partners and their customers.
Originality/value
In a viewpoint format, the paper outlines and discusses the key elements of relationship building between small wineries and restaurants.