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This study examines how two error cultures (error management and error aversion) influence customer-oriented behavior through negative affectivity and job satisfaction. We collected two samples: one for the error-aversive scale validation (n = 140) and the other for the conceptual model (n = 381). All responses are from contact employees working for mid-scale to luxury hotels in a metropolitan city in China. The findings reveal that mid-scale hotels are more error-averse than upscale hotels; upscale and luxury hotels are more inclined to error-management than mid-scale hotels. Further, error strains and error cover-up do not converge as lower-order constructs for error aversion; cover-up appears to be the truly opposite of error management. Cover-up along with strains decreases customer-oriented behavior through negative affectivity. In contrast, error management increases customer orientation through job satisfaction. This study contributes to the literature of organizational error culture by incorporating two opposite error cultures into the proposed model. [ABSTRACT FROM AUTHOR]

This study examined the impact of cultural intelligence (CQ) on three key work-related attitudinal outcomes (burnout, engagement and job satisfaction) in a structural equation model. Data were collected from 288 restaurant employees in Hawaii, United States, where restaurant patrons are culturally diverse. Among the four dimensions of CQ (metacognitive, cognitive, motivational, and behavioral), cognitive and motivational CQ played a primary role in the proposed model. Motivational CQ predicted employee burnout and engagement; cognitive CQ predicted engagement. In addition, both motivational and cognitive CQs had an indirect influence on job satisfaction through engagement or burnout. Unlike previous studies of people who are studying or working abroad, this study indicates that CQ can be a salient personal resource for hospitality employees in their home countries but who have diverse customers. Theoretical and practical implications are discussed based on the findings of this research. [ABSTRACT FROM AUTHOR]

As society becomes more diverse, the factors that can help individuals prepare for a diverse work environment are receiving much attention. Cultural intelligence (CQ) – an individual's ability to perform and reason correctly in culturally diverse situations – is found to result in positive performance and attitudinal outcomes for international businessmen, expatriates, and international students. However, CQ can also be beneficial to hospitality employees who have frequent interactions with people from different cultures. This study uses a sample of 264 undergraduate hospitality students and finds that CQ helps students be more open to diversity and, in turn, prefer to work in a group. This study sheds new light on hospitality education by demonstrating that an inclusive learning environment can be realized by increasing the CQ of all students. [ABSTRACT FROM AUTHOR]

Halls of fame can recognize and honor the contributions of organizational members and have been used widely across various fields, including sports, entertainment, business, and academia. Although the utility of a hall of fame is clear, much less is known regarding how to select the inductees. This study demonstrates a transparent, effective way to select honorees for a hall of fame using the example of the School of Hospitality Business Management at Washington State University. The process successfully selected 9 inaugural Hall of Fame inductees as part of the celebration of the 85th anniversary of the program. The results can serve as a guide for other hospitality programs considering a hall of fame or similar programs to honor alumni. Recommendations and future research directions are discussed. [ABSTRACT FROM AUTHOR]

Although the cultural impact of tourism shopping has been extensively studied, prior research rarely related tourism shopping to specific cultural dimensions and distance, and tested the relationships statistically. This article fills this gap by investigating the comprehensive effects of Hofstede’s four cultural dimensions (power distance, individualism, masculinity, uncertainty avoidance) and cultural distance on shopping. In an analysis of Hong Kong’s inbound tourism, panel regression tests support power distance and masculinity as two key cultural values in determining a country’s tourist shopping spending in a destination, while the effects of individualism and uncertainty avoidance are marginally significant. A U-shaped curvilinear relationship is found for cultural distance and shopping spending ratio, suggesting that tourists’ allocation of monetary resource on shopping decreases with cultural distance first and increases later after an optimal point. A discussion of contributions and limitations is included. [ABSTRACT FROM AUTHOR]

An analysis of three types of responses to negative hotel reviews finds that the response generally should follow the same principles as answering a customer complaint in person. Based on a series of hypothetical responses to a negative review, this study finds that inserting an empathy statement in response to the negative review improved the ratings of the response among a sample of university students. Likewise, this group of 176 potential customers rated the response more favorably when the response included a paraphrase of the complaint, thus making the response more personal and less generic. Interestingly, contrary to popular belief, our results indicate that the speed with which the hotel responds to an online complaint did not influence the survey participants’ rating of the response. The theoretical implications of these findings are that the online response should include same theoretical anchorings based on interactional justice and active listening that apply to face-to-face customer complaints. The major difference between an in-person complaint and an online review is that, in the review, the guest is not on premises waiting for a response, which changes the importance of the timing of a response and alters the perception of procedural justice, which supports the idea of a prompt response. This study further implies that hotel managers should include empathy or paraphrasing statements in their responses to online reviews. [ABSTRACT FROM AUTHOR]