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This study aims to use big data analysis and sheds light on key hotel features that play a role in the revisit intention of customers. In addition, this study endeavors to highlight hotel features for different customer segments.

This study uses a machine learning method and analyzes around 100,000 reviews of customers of 100 selected hotels around the world where they had indicated on Trip Advisor their intention to return to a particular hotel. The important features of the hotels are then extracted in terms of the 7Ps of the marketing mix. This study has then segmented customers intending to revisit hotels, based on the similarities in their reviews.

In total, 71 important hotel features are extracted using text analysis of comments. The most important features are the room, staff, food and accessibility. Also, customers are segmented into 15 groups, and key hotel features important for each segment are highlighted.

In this research, the number of repetitions of words was used to identify key hotel features, whereas sentence-based analysis or group analysis of adjacent words can be used.

This study highlights key hotel features that are crucial for customers’ revisit intention and identifies related market segments that can support managers in better designing their strategies and allocating their resources.

By using text mining analysis, this study identifies and classifies important hotel features that are crucial for the revisit intention of customers based on the 7Ps. Methodologically, the authors suggest a comprehensive method to describe the revisit intention of hotel customers based on customer reviews.

The purpose of this paper is to investigate the use of an integrated approach for performance improvement of virtual teams (VTs) in third-party logistics (3PL) through the integration of performance management (PM), visual management (VM) and continuous improvement (CI) initiatives into one coherent system. The paper will also propose a methodological framework to establish such a system. The intended integrated system is called as integrated visual management (IVM) throughout this paper.

This research is based on a case study that took place in a 3PL context with 19 VTs of different sizes spread across Australia. Many major 3PL companies provide their services either internationally or nationwide and therefore use VTs on a regular basis. The selected company does the same. This case was picked as representative of the many complexities which VTs face in 3PL settings, e.g. geographical and temporal separations; different skill levels within the team and between different team bases; multi-teaming system; high staff turnover; recurring performance problems and firefighting approach to problem-solving; and highly demanding performance requirements from clients. Further, this case study, being of a newly established contract and team, enabled the observation of the team dynamic and complexities from the earliest stages. In addition, as the main author of the paper was part of the managerial layer of the studied VT, this provided it a unique opportunity to escape the usual bureaucracy and rather focus on the research. This study also includes a literature review on VTs along with PM, VM and CI, which comprises IVM.

It was found that an integrated approach to PM, VM and CI was effective in systematically improving the VT performance. The framework for implementing IVM was productive and enabled to successfully plan and deploy the improvement intentions. Even though the team was highly virtual and encompassed a range of situational challenges, including different skill levels, a multi-teaming system and a high staff turnover, nevertheless, through IVM, the results met and exceeded performance targets on a sustainable base. Inventory record accuracy, dispatch on time, delivery in full on time and dock to stock were improved by 45, 62, 22 and 25 per cent on average, respectively.

The originality of the paper comes from its methodological approach to performance improvement for VTs in 3PL contexts through integrating PM, VM and CI systems into one coherent system, IVM.

The purpose of this paper is to develop an exclusive review framework for the Performance Prism.

An extensive literature survey on performance measurement is used to identify the main aspects of the review in such systems. Various dimensions related to the characteristics of Performance Prism are explored. All the findings are then rationally put together to develop the proposed conceptual framework.

The paper presents a conceptual model to review performance measurement systems (PMS) which are designed based on Performance Prism. The presented framework categorizes review processes and tools into two main categories; Business Performance Review (BPRw) and Performance Measurement System Review (PMSR). In BPRw, a loop is presented in three levels – with regards to the five facets of Performance Prism – which indicates the performance management process. PMSR deals with reviewing the efficiency and effectiveness of the design and implementation of the PMS itself. Several methods and tools have been gathered from the literature (e.g. relevance test, measures profile, etc) in this section to examine the relevance of measures, and some have been introduced (including a method to determine inconsistencies in organization's performance trends between stakeholder, strategic and operational level) to study and challenge the validity of strategic assumptions and strategies, and appropriateness of infrastructure. Implications of various factors such as organizational culture, change management, and characteristics of the measures (level of the measure, managers who receive reports including the measure, and supporting infrastructure) are highlighted.

In contrast to PMS design and implementation, research on PMS review is limited. This is more evident in the literature concerning Performance Prism. The empirical evidence of usefulness is beyond the scope of this article.

The framework provides a procedural action for reviewing both business performance and PMS performance when applying the Performance Prism in practice and provides a foundation for further empirical research.

The paper adds to the body of literature, by proposing a comprehensive review framework to be used in Performance Prism.

The purpose of this paper is to develop an integrated dynamic model, based on empirical findings, which can be used in research centers for evaluating the performance of research projects by using multiple attribute utility theory.

In developing the model, the measures by which the performance of research projects could be evaluated are identified by Delphi method and group decision making. These measures are categorized into three general success factors of time, cost and quality. Then a multi‐attribute utility function is applied to integrate these dimensions to determine the utility resulting from the performance of the project.

Through literature review it is evident that some evaluation techniques such as checklists, scoring models, analytical hierarchy process and engineering economic techniques have been developed for evaluating performance of projects. The present model complements and improves upon the existing models.

The parameters of model are determined based on research center's policy but they may be changed for other research centers. So the model depends on the expert's view. The model is not considered advantageous in situations where project gets ahead of program.

The model is tested in an engineering research institute and the comparison is made with the results of the existing models.

The advantage of proposed model is its flexibility, dynamism and the capability to revise the model based on any changes in the objectives and policies of the research center.

This paper aims to describe a structured review framework for managing business performance. The framework entails the review of business performance, including the strategic relevance of the measures, as well as the efficiency and effectiveness of the performance measurement system itself.

A range of approaches and tools are employed in the framework, which features a review card providing a high‐level view of the review process, showing the different types of review perspectives and their interactions.

The performance measurement system of an organisation is a mechanism to manage and control the organisation. Maintaining the effectiveness of the organisation and the measurement systems requires a systematic review process. The process of reviewing performance is a complex task that spans the whole organisation. A good review process seeks the correct balance between organisational benefits and the effort required.

Overall, the framework presented provides a structured path of performance review in a methodical and effective manner. This is useful for practitioners to apply and adapt in their situations.

For both ISO 9000 and TQM concepts there have been many research programmes and publications. However, the coincidence of these topics and/or the ambiguity about their relationship has emerged in a number of discussions. This paper examines this relationship and provides a framework to assist manufacturing organisations to move beyond the requirements of ISO 9000 towards total quality. The research methodology adopted was based on extracting a conceptual model from the review of literature on ISO 9000, TQM, performance measurement and strategy. The conceptual model, provided the basis for the final framework, which was divided into two parts, “formulation” and “implementation”, as stages of post‐ISO 9000 quality development. The research empirically examined these stages by surveying over 200 industrial companies including 18 detailed case studies which produced a number of findings. The research findings have been integrated to form the post‐ISO 9000 quality development framework.