Organizational Unit: Hotel Management
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ArticlePublication Metadata only Irritation or disappointment: host attitudes towards tourism development in villages(Taylor & Francis, 2016-11) Özgen, Hanım Kader Şanlıöz; Günlü, E.; Hotel Management; ÖZGEN, Hanım Kader ŞanlıözAmong the various theories and models assessing host attitudes towards tourism development (TD), the Irridex Model is one of the most frequently used frameworks. This study aims to reveal whether the residents of two villages in Antalya, the tourism capital of Turkey, have different attitudes towards TD by investigating their expectations and the benefits and problems of TD. Given the fact that villages are vulnerable settlements in cases of intensive TD, the study was conducted in two villages that differed from each other in terms of the time spans in which they witnessed these developments (10 years), and the intensity of the tourism they experienced. Following conversational interviews, the primary finding of this study is that the feeling of ‘disappointment’ is more prevalent than irritation in these villages. The other findings concern a comprehensive framework for the villagers’ approach to TD, which may help in the development of effective tourism policies.ArticlePublication Metadata only Workplace ostracism: Impact on social capital, organizational trust, and service recovery performance(Elsevier, 2022-03) Paşamehmetoğlu, Ayşın; Guzzo, R. F.; Guchait, P.; Hotel Management; PAŞAMEHMETOĞLU, AyşınThe main purpose of the study was to examine the influence of workplace ostracism on service recovery performance (SRP). Because effective SRP is crucial for the success of hospitality businesses, it is important to study new factors that can enhance SRP. The current study makes a significant contribution to the service recovery literature by identifying critical predictors of SRP. Although the effects of workplace ostracism on work outcomes are well established, much less is known about the underlying mechanisms linking those relationships. Drawing from the conservation of resource theory, this study particularly examined the mediating role of bonding social capital with co-workers and organizational trust. Data was collected from five-star hotels in Turkey involving 180 employees. Structural equation modeling results show the mediating effect of bonding social capital and organizational trust between ostracism and SRP. The current study significantly contributes to the ostracism literature by finding a new outcome variable (i.e., SRP - an essential element of service performance which is especially important in hospitality and tourism contexts) and two new mediators that explain the underlying mechanism. The study provides implications for researchers and practitioners.ArticlePublication Metadata only Tolerating errors in hospitality organizations: relationships with learning behavior, error reporting and service recovery performance(Emerald Publishing Limited, 2020-08-04) Wang, X.; Guchait, P.; Paşamehmetoğlu, Ayşın; Hotel Management; PAŞAMEHMETOĞLU, AyşınPurpose Hospitality work setting is error-prone, rendering error handling critical for effective organizational operation and quality of service delivery. An organization's attitude toward errors can be traced back to one fundamental question: should errors be tolerated/accepted or not? This study aims to examine the relationships between error tolerance and hospitality employees' three critical work behaviors, namely, learning behavior, error reporting and service recovery performance. Psychological safety and self-efficacy are hypothesized to be the underlying attitudinal mechanisms that link error tolerance with these behavioral outcomes. Design/methodology/approach This study relied on a survey methodology, collecting data from 304 frontline restaurant employees in Turkey and their direct supervisors. SPSS 25.0 and Amos 25.0 were used for analysis. Findings The results revealed that error tolerance had direct positive relationships with employees' psychological safety and self-efficacy, both of which had positive impacts on learning behavior and error reporting. In addition, learning behavior positively influenced employees' service recovery performance, as rated by the employees' supervisors. Originality/value This study identifies error tolerance as an organizational distal factor that influences employees' learning behavior, error reporting and service recovery performance; and identifies self-efficacy and psychological safety as mediators of the relationship between error tolerance and behavioral outcomes. The findings help clarify the longstanding debate over the relationship between an organization's attitude toward errors and its employees' learning behavior. The findings also shed light on the advantages of tolerating error occurrence for organizations, which is especially important as most hospitality organizations pursue perfection with aversive attitudes toward errors.Book PartPublication Metadata only Corporate social responsibility and sustainable development in the Mediterranean: The case of the Spanish hotel industry in the Barcelona region(Taylor & Francis, 2019) Paşamehmetoğlu, Ayşın; Gökoğlu, M. M.; Hotel Management; Tüzün, İ. K.; Ergül, M.; Johnson, C.; PAŞAMEHMETOĞLU, AyşınThis chapter describes corporate social responsibility practices of hotels in Barcelona region in an aim to understand business perspectives on sustainable development in Mediterranean. From this standpoint, a case study analysis is developed regarding the progress in the implementation of CSR (corporate social responsibility) practices leading to sustainable development. Current literature on CSR in Spanish hotel industry lacks a clear understanding of perspectives businesses have towards sustainability. Specifically, examining CSR practices of hotels in Barcelona region allows us to describe the progress and problems in the field. In general, findings point out to an environmentalist perspective which traditionally dominates CSR practices in Spain. The hotel industry in Spain is raising its environmental consciousness and some specific environmental initiatives are being implemented. By explaining the dynamics of hotel industry and environment relations in Barcelona region, this chapter suggests a unique structure in Mediterranean where environmental solutions are dominated in CSR practices. Present studies in Spain with regard to sustainable development are lacking business perspectives towards environmental initiatives. This chapter aim to fill this gap by examining the CSR practices of hotels based on an environmentalist evaluation of Barcelona region.ArticlePublication Metadata only Exploring the multifractality in the precious metal market(World Scientific, 2023-06) Doğangün, Itır; Oral, E.; Akkartal, E.; Türegün, Nida; Hotel Management; TÜREGÜN, Nida; DOĞANGÜN, ItirThis study proposes a novel approach to investigating the multifractality of time series using the multifractal cross-correlation detrended moving average analysis (MF-X-DMA). The study demonstrates the behavioral differences of MF-X-DMA in coherent and non-coherent time periods. Due to the lack of a mechanism to capture the dynamical cross-correlation in time series, correlated time series with multifractal structure present a barrier for analysis. The study shows that when the wavelet coherence method is applied to time series, co-movement between time series can be easily captured in certain time intervals, providing an efficient way to find time intervals to apply MF-X-DMA. The study applies the wavelet coherence method to the daily spot prices of gold and platinum from January 1987. It shows that the wavelet coherence method is an excellent engine to extract designated time series in certain frequency and time intervals, eliminating the need for windowing or shuffling methods. Additionally, the study observes a long-term power law cross-correlation using detrended cross-correlation analysis coefficients of inversed series for both low-correlated and high-correlated series. Finally, the findings indicate that MF-X-DMA leads to superior results compared to MF-DFA when provided with highly correlated data.ArticlePublication Metadata only Experience of shame in service failure context among restaurant frontline employees: does industry tenure matter?(Emerald, 2021-08-09) Wang, X.; Guchait, P.; Khoa, D. T.; Paşamehmetoğlu, Ayşın; Hotel Management; PAŞAMEHMETOĞLU, AyşınPurpose: The purpose of this paper is to integrate tenets from the appraisal-based model of self-conscious emotions and the compass of shame theory to examine restaurant frontline employees’ experience of shame following service failures, and how shame influences employees’ job attitude and behaviors. In addition, employees’ industry tenure is identified as an individual factor influencing the impacts of shame in resorting to literature on aging in emotion regulation. Design/methodology/approach: Using a survey methodology, 217 restaurant frontline employees and their supervisors in Turkey provided survey data. Partial least squares (PLS) method using SmartPLS 3.3.3 was used for data analysis. Findings: The results indicated the maladaptive nature of shame following service failures as a salient self-conscious emotion, as it was negatively related to employee outcomes. Moreover, employees’ industry tenure played a moderating role that influences the impacts of shame on commitment to customer service. Practical implications: Managers should attend to frontline employees’ shame experience depending on their industry experience and adopt appropriate emotion intervention (e.g. cognitive reappraisal) or create error management culture to eliminate the negative effects of shame. Originality/value: This study advances our understanding of a powerful but understudied emotional experience, shame, in a typical shame-eliciting hospitality work setting (e.g. service failures). Shame has been linked with commitment to customer service and error reporting. In addition, industry tenure has been identified as a boundary condition to help clarify previous inconsistent findings in regard to the adaptive/maladaptive nature of shame.ArticlePublication Metadata only Underlying factors of ups and downs in financial leverage overtime(Sage, 2017-09-01) Kizildag, M.; Özdemir, Özgür; Hotel Management; ÖZDEMİR, ÖzgürWe present new stylized facts on the underlying reasons of US hospitality and tourism firms’ fluctuating levels of financial leverage during the period 1990–2015 using comprehensive micro- and macro-level accounting data overtime. To characterize this puzzling phenomenon, we quantified firm-specific and macroeconomic parameters and a diverse set of leverage proxies at various time frames with various structures. We further took account of the recent economic upheaval in our analyses so that we can compare firms’ leverage behavior as “before” and “after” the major economic turmoil in 2007–2009 periods. The primary themes of our arguments were that firm-specific leverage factors significantly influenced short-term leverage, while long-term leverage was mostly determined by macroeconomic indicators. Beyond that, book leverage was more favorable across firms than market leverage. Last, hospitality and tourism firms substantially extended their borrowing capacities, aggressively grew their leverage ratios, and dramatically increased collateral values leading to lower cost of borrowing due to relaxed lending standards in the aftermath of the recent upheaval. Our article complements previous work by examining whether leverage factors demonstrate discrepancies from the prior findings and by proposing rigorous industry-specific outlook and solution for the financial leverage literature.ArticlePublication Metadata only Does financial crisis impact earnings management? Evidence from Turkey(Wiley, 2020-01) Türegün, Nida; Hotel Management; TÜREGÜN, NidaThis study attempts to display the impact of global financial crisis of 2008 on earnings management (EM) compare with the period before and after with the case of listed manufacturing firms in Borsa Istanbul for the period of 2007–2012. Furthermore, it deepens the EM literature by concentrating on an emerging economy. Discretionary accruals (DA) were computed using the modified Jones model as a measure of EM. Moreover, this study examines EM behavior by separating firms into firms with positive and negative DA. The results of this study registered a high level of EM in firms throughout the postcrisis period.ArticlePublication Metadata only Hospitality employees’ affective experience of shame, self-efficacy beliefs and job behaviors: The alleviating role of error tolerance(Elsevier, 2022-04) Wang, X.; Guchait, P.; Khoa, D. T.; Paşamehmetoğlu, Ayşın; Wen, X.; Hotel Management; PAŞAMEHMETOĞLU, AyşınService management researchers have clearly demonstrated that customers experience various emotions in service failure situations. In comparison, hospitality employees’ emotional experiences in such situations, are relatively unknown, as they are often required to hide experienced emotions and express emotions in ways consistent with industry standards. To address this gap, we examine the typical emotional experience of shame in the wake of service failure and explain how it influences employees’ job behaviors—service recovery performance and organizational citizenship behavior—via self-efficacy beliefs. Furthermore, we draw on social information processing to introduce error tolerance as a social persuasion buffer that mitigates the negative effects of shame on self-efficacy perceptions. Survey data collected from 217 subordinate-supervisor dyads employed in restaurant settings reveal that shame experienced weakened employees’ self-efficacy beliefs, and these weakened beliefs were in turn negatively associated with job behaviors. Finally, error tolerance significantly moderated the relationship between shame and self-efficacy.Book PartPublication Metadata only I want a brand new car(Taylor and Francis, 2022) Özgen, Hanım Kader Şanlıöz; Hotel Management; Aktaş, G.; Kozak, M.; ÖZGEN, Hanım Kader ŞanlıözResort hotels are properties where customers holiday, mostly with their family members, usually for a minimum duration of one week. This duration is critical as customers have numerous interactions with the hotel’s offerings and with other people including customers and hotel workers. If the hotel property is a large scale business, it is inevitable that some customers will experience some service failures which require the implementation of some recovery strategies so that customers will be satisfied with their experience. This case will highlight for participants the importance of managing the customer service recovery process in a resort hotel. The case concerns a customer who was incolved in a car crash and the actions taken by the operations manager to overcome the disappointment and dissatisfaction of the customer.