Heterogeneity in the determinants of length of stay across middle age and senior age groups in thermal tourism

ABSTRACT

Water has been seen as a healing source of life for centuries. Even the placebo effect of thermal therapies increases consumers’ well-being. Especially with easy traveling options demand for thermal therapies are on the rise. Users of thermal therapies are mostly composed of seniors. Even though age groups in the senior market have heterogeneous needs, managers assume them to be homogenous. Measuring thermal tourism demand by the length of stay, this study analyzed the determinants affecting the length of stay of older thermal tourists. The length of stay is predicted to have been affected by age, purchasing power, physical distance, and seasonal preferences. Even though all of the above have an effect on the length of stay, we find that age is the main determinant deciding the duration. These results may serve as a starting point for policymakers and tourism managers to tailor strategies to increase income streams associated with length of stay.     

Customer and Supplier Involvement in Design: The Moderating Role of Incremental and Radical Innovation Capability

More and more firms are leveraging design as a resource to gain the upper hand in today's competitive business market. To this end, this study draws on the resource‐based view (RBV) of the firm to examine the relationship between customer and supplier involvement in the design process and new product performance. The research also extends the RBV to a contingency lens by introducing product innovation capability (incremental and radical) as a moderator to draw the boundary conditions of the impact of customer/supplier involvement in design on new product performance. Using data collected from Canadian high‐tech companies, the findings provide strong support for the hypotheses in that customer involvement in design helps new product performance under high incremental innovation capability but harms new product performance under high radical innovation capability. In contrast, supplier involvement in design was beneficial to new product performance under both high incremental and radical innovation capability. The managerial implications for the role of design under different innovation capabilities are discussed.     

The role of climate: implications for service employee engagement and customer service performance

This research attempts to challenge the resource–engagement and engagement–performance linkage of the job demands–resources model by testing these links under the moderating role of two climates: performance-focused and service failure recovery. Two studies test a model on the boundary conditions of the linkages across four service industries. The results suggest that whether a resource (i.e., self-efficacy and job autonomy) positively or negatively affects engagement depends on whether (1) a climate is appraised as a challenge or hindrance demand and (2) a climate is deemed a complementary or compensatory resource. Using multi-respondent data from customer service employees and their supervisors in the health care industry, Study 1 conceptualizes climate as organizational climate and finds that performance-focused climate strengthens (weakens) the positive effect of self-efficacy (job autonomy) on engagement while service failure recovery climate weakens the positive impact of self-efficacy on engagement. Study 2 generalizes the findings from Study 1 and provides broad support by testing the model using psychological climate in the financial services, tourism and hospitality, and retailing industries. This study closes with a configuration approach to climate research by discussing when multiple climates can co-exist under different types of resources.     

Do attitudes toward risk taking affect entrepreneurship? Evidence from second-generation Americans

Journal of Economic Growth - This paper empirically investigates the impact of willingness to take risks on entrepreneurship. We use a quarter century of data on second-generation Americans from...     

A model of occupational choice,offshoring and immigration

This paper develops a two‐country model of offshoring and immigration with occupational choice and endogenous firm productivity. Individuals in Home choose to become entrepreneurs or workers, whereas those in Foreign can only be employed as workers. Entrepreneurs produce output using a fixed set of tasks that can be performed locally or abroad. The model predicts that pro‐immigration policies increase the number of entrepreneurs, raise productivity, and improve the aggregate welfare. It also predicts that lowering offshoring costs generates job polarization and welfare polarization, but improves the aggregate welfare.     

Broadening the scope of the resource-based view in marketing: The contingency role of institutional factors

Drawing on the resource-based view (RBV) of the firm and institutional theory, the authors propose and test an integrated model in an industrial marketing context that expands the boundaries of the RBV to incorporate institutional factors pertaining to societal and political issues. The rationale for taking such an integrated approach stems from the knowledge that firm performance can be explained better by incorporating not only the inability of managers to take particular actions but also their reluctance or unwillingness to pursue those behaviors. The authors develop an integrated model that tests (1) the direct effect of marketing institutional factors on the development of marketing RBV factors and (2) the moderating role of marketing institutional factors on the performance effect of marketing RBV factors. The empirical results indicate general support for the hypotheses, and this research provides several implications for broadening the scope of the RBV in marketing by underscoring how fit between marketing resources and the context in which those resources are deployed affects firm performance.     

PRICE SEARCH,CONSUMPTION INEQUALITY AND EXPENDITURE INEQUALITY OVER THE LIFE ‐CYCLE

We differentiate consumption from expenditure by incorporating price search decision into an otherwise standard life‐cycle model. We first analytically show that, under very general conditions, poorer households search more and pay lower prices compared to wealthier ones. As a result, consumption inequality is smaller than expenditure inequality, and the gap between them increases over the life‐cycle. Next, using a plausibly calibrated model, we find that life‐cycle increase in consumption inequality is about 30% lower than the increase in expenditure inequality. Price search provides an insurance mechanism against income shocks and increases the welfare of a newborn by 3.9%.     

Joint and interactive effects of trust and (inter) dependence on relational behaviors in long-term channel dyads

The authors investigate the effects of trust on the relational behaviors of firms in long-term channel dyads across different interdependence structures. Based on the long-term nature of the empirical setting, trust is posited to exert a positive effect on the emergence of relational behaviors in all interdependence conditions. This positive effect of trust is hypothesized to be stronger in highly and symmetrically interdependent channel dyads than in low-interdependence-type symmetric dyads. In addition, for both relatively more dependent and relatively less dependent members of asymmetric dyads, the effect size of trust is hypothesized to increase as the perceived level of interdependence asymmetry increases. Data collected from automobile dealers in Turkey reveal that trust in the supplier has the strongest positive effect on the relational behaviors of dealers in asymmetric dealer-supplier dyads that perceive themselves relatively less dependent than their suppliers. For relatively more dependent dealers, trust is found to exert a modest positive effect. In symmetrically interdependent dealer-supplier dyads, trust exerts a modest positive effect on dealer relational behaviors in the low mutual dependence condition, and this effect size reduces to the point of nonsignificance in the high mutual dependence condition. Theoretical and managerial implications of these findings are discussed.     

Performance implications of the direct and moderating effects of centralization and formalization on customer orientation

Drawing on the control literature in marketing and management, this paper addresses the direct and moderating effects of control mechanisms on the formation and implementation of customer orientation. The key focus of this paper is to examine how two of the most widely studied control mechanisms — centralization and formalization — affect customer orientation formation and implementation differently. We hypothesize that centralization will reduce the effect of the formation and implementation of customer orientation. In contrast, we expect formalization to negatively influence the formation of customer orientation but bolster the impact of customer orientation on firm performance. Furthermore, we hypothesize a three-way interaction among customer orientation, centralization, and formalization on firm performance. Using top management team (e.g. CEO) data from leading firms in the industrial production sector, our results support the universal negative role of centralization on customer orientation formation and implementation. For formalization, our results did not support a negative effect on the development of customer orientation, but supported a positive effect on the implementation of customer orientation. Finally, customer orientation was found to have a positive effect on firm performance when a decentralized organization was coupled with formalization.     

Development and return on execution of product innovation capabilities: The role of organizational structure

This paper conceptualizes and tests an integrated model that combines the dual-core and ambidextrous models of product innovation. The integrated model distinguishes the development and return on execution of radical and incremental product innovation capabilities. The authors argue that organizational structure plays an important dual role as an (a) antecedent to the development of radical and incremental product innovation capabilities and (b) as a moderator in determining the new product performance returns from executing such capabilities. Using a sample of high-tech firms, the study finds that organizational structure is more consistent in predicting the execution of product innovation capabilities into new product performance than in predicting the development of such capabilities. For example, the effect of radical product innovation capability on new product performance is negative but nonsignificant under a formal structure, while the same effect is positive under an informal structure. Conversely, the effect of incremental product innovation capability on new product performance is positive under a formal structure, while the same effect is negative under an informal structure. The implications for managing different types of product innovation capabilities under formal versus informal structures and their effects on new product performance are discussed.