International Journal of Contemporary Hospitality Management: Volume 13 Issue 2

An examination of capital structure in the restaurant industry

Arun Upneja, Michael C. Dalbor

Examines the capital structure decisions of restaurant firms. Hypothesizes that these decisions are based upon a financial “pecking‐order” as well as the position of the firm in…

Labour flexibility in the hospitality industry: questioning the relevance of deregulation

Jeremy Buultjens, Dennis Howard

The search for labour flexibility has assumed great importance in most developed countries and has been the catalyst for the deregulation which has occurred, and continues to…

An exploratory study of factors of Japanese tourism demand for the UK

David Gilbert, Mikiko Terrata

People have reasons for what they do and are motivated by driving forces that make them act in a certain way. The tourism industry is not an exception to this rule. However, due…

An investigation of tourists’ destination loyalty and preferences

Joseph S. Chen, Dogan Gursoy

Investigates the relationship between tourists’ destination loyalty and their preferences as to destination. Destination loyalty is operationally defined as the level of tourists’…

Where do public house managers come from? Some survey evidence

Alistair Mutch

There is little evidence about UK public house managers, despite an increase in their relative importance. Outlines some key issues and reports on the results of a survey of…

A research approach to training: a case study of mystery guest methodology

Denise N. Anderson, David L. Groves, Julie Lengfelder, Dallen Timothy

Tests and analyzes a total quality management (TQM) methodology known as the mystery guest approach. The method involved the development of a research‐based approach to employee…

The Business and Management of Conventions

Richard Teare

Power Plays – Shakespeare’s Lessons in Leadership and Management

Hadyn Ingram