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Item Have restaurant firms been using right recession turnaround strategies?: Evaluating with propensity score measure(Elsevier BV, 2020-10) Jung, Sangwon; Jang, SooCheongAmong the diverse strategies that restaurants use in recessions, some studies have shown that strategies that increase advertising, profit margins, or asset turnover have yielded promising results in terms of firm performance. However, the success of these turnaround strategies might be due to the health or size of a firm rather than the implementation of these strategies. Therefore, this study empirically tested this question utilizing the propensity score measure (PSM) due to concerns with selection bias across restaurant segments. The results showed significant improvements in revenue for limited-service and franchise restaurants when aggressive advertising was used but no improvements in profitability. The profit margin strategy had no impact on revenue but affected profitability and stock returns positively for all segments. Finally, the asset turnover strategy had adverse effects on revenue the year after a recession for all segments. These mixed results suggest that managers need to be cautious when implementing recession turnaround strategies.Item Employee perceptions of their work environment, work passion, and work intentions: A replication study using three samples.(Elsevier, 2021-03-31) Peyton, Taylor; Zigarmi, DreaThis study contributes to the emerging literature on the employee work passion appraisal (EWPA) model, by replicating structural equation modeling across three samples (total n= 4613). We examine passion for work as a mediator of employees’ work environment characteristics and work intentions. Our data fit the structure of the EWPA model in three samples. As expected, work environment characteristics were strongly and positively correlated with harmonious passion, but contrary to our expectations, work environment characteristics were moderately and positively correlated with obsessive passion. Harmonious passion was positively correlated with work intentions, but the connection between obsessive passion and work intentions yielded mixed results. The overall results support harmonious passion, and less so obsessive passion, as partial mediators of employees’ perceptions of their work environment characteristics and favorable work intentions. This study has limitations in that it uses a cross-sectional, single-source, self-report design. Practical implications of the study are also presented.Item Extended stay America: HR successes amidst the COVID-19 pandemic(2020-10-07) Bagnera, Suzanne; Lanz, Leora; Feltault, MauraItem The case of the Diamond Princess: stranded at sea in a pandemic parts 1, 2, and 3 teaching notes(School of Hospitality Administration, 2020-07-08) Lanz, Leora; Bagnera, Suzanne; Feltault, MauraItem Legacy lecturers: a NENA tradition(SAGE Publications, 2020-11-24) Bagnera, Suzanne; Quadri, DonnaItem HR strategies for a business during COVID-19: be ready for a new way of doing business(2021-02-07) Bagnera, Suzanne; Cole, Danielle ClarkItem Capital flow & future investment in hotels in a post pandemic world(2020-12-07) Bagnera, Suzanne; Cipriano, JustinItem COVID-19 creates trust concerns in the lodging industry(School of Hospitality Administration, 2020-12-21) Bagnera, Suzanne; Szende, Peter; Dalton, Alec N.; Legg, Mark P.; Fetault, MauraItem A record year for the camping industry courtesy of COVID-19(2020-12-21) Bagnera, Suzanne; Forney, JenniferItem Successes amongst restaurants despite pandemic conditions(2020-12-10) Bagnera, Suzanne; Reagan, MatthewItem Are customers in or out? The status of dining in Massachusetts(2020-12-10) Bagnera, Suzanne; Cronin, Brendan; Palabiyik, John UmitItem Sanitizer centerpieces: concerns for restaurant operations in MA(School of Hospitality Administration, 2020-08-14) Palabiyik, John; Bagnera, Suzanne; Cronin, BrendanThe COVID-19 virus arrived as an unidentifiable shock to the restaurant industry. The whole hospitality industry was unexpectedly crippled by an issue that it has never experienced in its prior history. Once operators got over the antecedent trauma, they immediately looked for an opportunity to adjust their operational plan. The response was varied based on their business model. As management expert Leon C. Megginson said, “it is not the strongest of the species that survives, nor the most intelligent, but the one most adaptable and responsive to change.” The operators knew change was inevitable, they had to pivot their operation to adopt the new standards swiftly. They had to look at the operations from scratch (going back to basics). As an immediate response to remain in business, pivots had to be made, including offering or enhancing take-out service, creating curbside delivery and/or home delivery options. Currently, Massachusetts restaurants are open with restrictions, including the number of persons seated inside, CDC recommended cleaning protocols, social distancing guidelines and the requirement to wear a facial mask. Operators have a greater sense of confidence compared to the first couple of months of the COVID-19 pandemic, however, they remain in uncharted waters resulting in a stressful uncertainty for the future. Moreover, conditions and regulations change very fast requiring operators to operate differently every day.Item Resetting the table: concerns for restaurant operations in MA(School of Hospitality Administration, 2020-07-08) Bagnera, Suzanne; Palabiyik, John; Cronin, BrendanThe restaurant industry in the state of Massachusetts represents, as of 2018, over 15,000 restaurants (Massachusetts Restaurant Association, n.d.). The nearly $19 billion-dollar industry was nearly brought to a complete halt of operations with the outbreak of COVID-19. While many restaurants pivoted their operations to offer take-out, curbside pick-up, and delivery services only, many operators made the difficult decision to temporarily close their restaurants. It is estimated that of the restaurants that closed, 75% would not re-open (Severson & Yaffe-Bellany, 2020). Effective June 1st, 2020 restaurants in Massachusetts were allowed to operate their establishments with outdoor seating. Then on June 22nd, 2020, the Baker Administration opened step two of phase two, which allowed for indoor dining to occur with a variety of safety measures (Safety Standards and Checklist, 2020). It is estimated that 10% of the workforce in MA is a restaurant related position. With a significant increase in the furlough’s or layoffs to the industry, the MA unemployment surged. The Boston and eastern districts of the state make up the largest volume of restaurants and employees (Massachusetts Restaurant Association, n.d.). The proper re-opening of the restaurant is going to be a key aspect to maintaining positive online reviews and repeat business. However, this new territory of reduced seating to comply with social distancing, the increased frequency of enhanced cleaning protocols, and the personal health and safety of the guests and employees along with wearing facial masks all take on a new realm of concern. These concerns are fresh on the minds of the consumers and the restaurant operators.Item Kindness is not 86’d: the spirit of hospitality in a world of COVID-19(School of Hospitality Administration, 2020-07-02) Bagnera, Suzanne; Tringale, LeahBeginning in March of 2020, individuals started the practice of the unfamiliar act of social distancing. Along with the uncertainty of the virus, many of us are left apprehensive about the future. Having consensual physical contact with other people and enjoying the company of others in the flesh releases chemicals in the brain and body (e.g. endorphins, serotonin and oxytocin) that give us feelings of happiness and even love (Dewan, 2020). Humans generally thrive from social interaction—making self-isolation feel unnatural. The option of enjoying a glass of Barolo and a charcuterie board, while engaging in meaningful conversation with the bartender at a local restaurant, is temporarily unavailable. For centuries, many have leaned on the shoulders of hospitality personnel for company, laughter and guidance. What have the restaurants, hotels, distributors, suppliers and other members of the hospitality community been doing during this time? While hospitality establishments start to reopen, it is crucial to remember how an overwhelming amount of those in the hospitality business have been aiding the community in extraordinary measures.Item Airbnb 2.0: is it a sharing economy platform or a lodging corporation?(Elsevier BV, 2020-06) Dogru, Tarik; Mody, Makarand; Suess, Courtney; Line, Nathan; Bonn, MarkResearch on Airbnb has provided significant evidence that it has an adverse impact on hotel performance. However, the impact of a more recent Airbnb-related phenomenon that remains under-explored is the increasing professionalization of Airbnb and the prevalence of multi-unit hosts who offer more than one listing on the platform and are typically more dynamic in terms of issues like managing inventory and providing more standardized experiences. This professionalization begs the question of whether Airbnb should be considered a sharing economy platform or a lodging corporation (Airbnb 2.0). To answer this question, the present study identifies which types of Airbnb properties (entire homes, private rooms, or shared rooms) and host structures (single- or multi-unit hosts) are the biggest threats to traditional lodging companies in the U.S., and which states are most affected by the presence of Airbnb. The findings have significant implications for researchers and many practitioners associated with the phenomenon.Item Conveying hotel cleanliness during COVID-19 crisis(Hotel News Now, 2020-05-14) Bagnera, Suzanne; Szende, Peter; Dalton, Alec N.; McCune, RobertIn light of the coronavirus pandemic, how hotels are cleaned and how guests are assured of that cleanliness must change.Item Consumption authenticity in the age of the sharing economy: the keys to creating loyal customers who love your brand(SAGE Publications, 2019-02-05) Mody, Makarand; Hanks, L.Airbnb has gained popularity as an alternative to hotels, with the authenticity of the consumption experience being a critical differentiating factor. However, the hospitality and tourism literature has not fully explored how Airbnb and traditional hotel brands are facilitating authentic travel experiences and the impact of these experiences on brand love and brand loyalty. In this study, we explore three elements of consumption authenticity and examine their how they interact in the context of an accommodation brand. Second, we compare the components of consumption authenticity across hotels and Airbnb, and examine their relative impact on brand love for these two segments of the accommodations industry. We found that hotels and Airbnb draw upon different sources of authenticity to create brand-loving customers. Our results indicated that Airbnb leverages brand, existential, and intrapersonal authenticity in creating brand-loving and brand-loyal customers, while hotels utilize only brand authenticity. Thus, the keys to creating customers who love and are loyal to the brand differ between hotels and Airbnb. Implications for theory and practice are discussed, and areas of future research are identified.Item The different shades of responsibility: examining domestic and international travelers' motivations for responsible tourism in India(Elsevier BV, 2014-10) Mody, Makarand; Day, Jonathon; Sydnor, Sandra; Jaffe, William; Lehto, XinranTo address the scarcity of research concerning the demand side of responsible tourism, the present study examines the motivations of domestic and international travelers in India. Data were collected using an Internet survey distributed via e-mail and Facebook to the clients of five responsible tourism operators in India. Using Dann's push–pull typology, factor analysis uncovered nine underlying motivations for responsible tourism, with significant differences between domestic and international travelers for these factors. Cluster analysis revealed three distinct segments of travelers – Responsibles, Novelty Seekers, and Socializers – that differ in their core underlying motivations for responsible tourism and in their socio-demographic characteristics. The study contributes one responsibility-specific push and one pull factor to the literature about travel motivation. Also the findings suggest that operators and destination marketers must develop their products and marketing communications to address the heterogeneity of motivations underlying responsible tourism.Item Going back to its roots: can hospitableness provide hotels competitive advantage over the sharing economy?(Elsevier, 2019-01-01) Mody, Makarand; Suess, Courtney; Lehto, XinranWhile the customer experience is at the heart of the hospitality industry, experience-related research remains underrepresented. This gap is critical, particularly given the emerging threat of the sharing economy to the hotel industry along experiential factors. Using data from a survey of 630 customers who stayed at a hotel or an Airbnb, the authors use structural equation modeling to compare two models with alternative conceptualizations of the dynamics of experiential consumption in the accommodations industry. Building on the concept of the experiencescape from the branding and hospitality and tourism literatures, the model enhances Pine and Gilmore’s (1998) original experience economy construct by demonstrating the critical role of the dimension of hospitableness in facilitating favorable experiential and brand-related outcomes, particularly in the context of the hotel experience. The findings have important implications for the hotel industry’s strategic experience design initiatives and emphasize the need to use hospitableness in order to create a competitive advantage in a rapidly changing environment.Item Not in my backyard? Is the anti-Airbnb discourse truly warranted?(Elsevier Masson, 2019-01-01) Mody, Makarand; Suess, Courtney; Dogru, Tarik
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