Understanding the Heterogeneity of Generation Y's Preferences for Travelling: a Conjoint Analysis Approach

The unique motives of young travellers make this market segment very important to the key objectives of the global tourism plan. Accordingly, it is important to understand better the main drivers that affect their choice of a tourism offer. This paper introduces conjoint analysis as an appropriate tool for evaluating the preferences of travellers. The survey was conducted on a sample of 514 respondents. To isolate homogeneous young traveller segments, preference‐based segmentation was performed on the conjoint data. Based on the study findings, a marketing strategy for each identified market segment is suggested. Copyright © 2014 John Wiley & Sons, Ltd.     

Looking at Gen Y shopping preferences and intentions: exploring the role of experience and apparel involvement

Apparel retailers need more information to reach and increase patronage from Generation Y with $150 billion purchasing power. Experiential retailing, involving one or more of the five senses, helps create utilitarian and hedonic benefits for brick‐and‐mortar apparel shoppers. However, little is known about how Generation Y responds to experiential strategies. This study of Generation Y brick‐and‐mortar apparel shoppers, using a cohort approach, seeks to determine which dimensions of a shopping experience, as well as shopping involvement level and demographics, are associated with store preference and patronage intent.     

我国企业当前管理“绿色化”道路之研究

目前，我国公司管理制度改革发展的主流方向依然是信息化、扁平化、自动化、系统化、国际化等等，很少企业将管理的“绿色化”方向真正纳入企业发展的战略高度上来。每年我国越来越多出口产品因存在环保、高能源耗费、污染、健康等问题导致频频受到欧美国家的贸易制裁，使得国家和企业为之蒙受巨大损失，更有一些企业受此影响而销声匿迹。进入21世纪，我国企业若能在日以竞争激烈的国际国内环境中生存、发展和壮大，实行“绿色”管理是必要条件之一，因此我国企业必须高度重视管理的“绿色化”建设。     

The Role of Online Social Network Travel Websites in Creating Social Interaction for Gen Y Travelers

This paper aims to evaluate Generation Y users' social interaction with online social networks (OSNs) by testing a theoretical model, which consists of antecedents and consequences of social interactions in an OSN travel context. An online self‐administered questionnaire was sent to a systematic random sample of 12 000 college students at six US universities, and 513 respondents in total participated in the study. Study results suggest that innovativeness, perceived utility, and information sharing are effective for developing online social interaction. The paper discusses theoretical and practical implications of study results and provides suggestions for future research. Copyright © 2012 John Wiley & Sons, Ltd.     

Are generational differences in work values fact or fiction? Multi-country evidence and implications

Few would disagree that human resource initiatives aimed at enhancing employees' quality of life have universal appeal, but the definition of ‘quality of life’ varies by generation. Workplaces are becoming increasingly age diverse and the likelihood that an older employee will report to a younger manager is increasing. Burke's study for the Society for Human Resource Management found that in organizations with 500 or more employees, 58% of human resource management (HRM) professionals reported conflict between younger and older workers, largely due to their different perceptions of work ethics and work–life balance requirements. While cultural and gender diversity have received significant attention in the literature, little attention has been paid to the impact of age diversity on HRM practices. This study attempts to bridge this gap by examining the work values of four generational cohorts – Traditionalists, Baby Boomers, Generation X, and Generation Y – across five countries. Generational differences were found when the effects of culture and life stage were controlled for. Significant differences were observed with Generation Y in particular, presenting creative challenges in accommodating the needs of this cohort while still watching the bottom line. This study establishes the legitimacy of intergenerational differences as an important social categorization variable.     

Generational management in corporate America： The differences and challenges in management of four generations of working adults

There are many differences and challenges that employers face while managing employees in the current work force. Our present day workforce is made up of a diverse group of people： Matures, also known as Veterans （age 55＋）, Baby Boomers （age 45-54）, Generation X （age 35-44） and Generation Y also known as Millennial （age 18-34）. The differences and challenges among these groups will be evident when reviewing recognition and praise, managerial styles, subordinate responses to generational leadership. Companies are stepping back and looking more holistically at how to develop programs and deploy technology that will speak to four distinct generations in the workforce （Sprague, 2008）. Each generation has their own definition of work ethic, responsibility, and performance. The best way to deal with the multi-generations is coming up with ways that make everybody feel like they are members of a team, thus helping them to learn how to develop a better way of communication than what exists between them now. If everybody is a part of a team, then they are all sharing the benefits that the other generations can bring to the table, making them a strong entity. Matures and boomers can become mentors to the X and Y＇s, and the X and Y＇s can then share and impart their knowledge of technology to the Matures and boomers. Companies in today＇s workplace must learn a better way to understand the values of the four generations, for it is very important in understanding and guiding these people in the workplace. Without this proper understanding, the guidance and alliance that managers are hoping to achieve will be even longer in the making and then one, possibly two, whole generations will be gone from the workforce and their knowledge and skill gone as well.     

A cross-sectional analysis of asset holdings

This article introduces cross-sectional data on asset holdings derived from a survey of Australian households. We use the data to estimate asset Engel curves which are shown to fit the data extremely well. The findings indicate that cash and bank deposits and insurance are necessities, with wealth elasticities less than unity, own home has an elasticity of one and the other four assets [1) other property, 2) shares and securities, 3) superannuation, and 4) unincorporated business] are luxuries with wealth elasticities greater than unity. The Engel curve estimates are used to explain differences in the dispersion of the portfolio across households and to compute a measure of the substitutability complementarity between the individual assets. The results indicate that 1) housing is a substitute for all other assets and 2) business related assets are all pairwise complements.     

牛磺酸对不同日龄大白鼠记忆能力的影响

本文以不同日龄的幼年大鼠为实验对象,观察了牛磺酸对幼年鼠及成年后大鼠学习记忆能力的影响。结果表明:牛磺酸对学习记忆能力有促进作用;幼年期补充牛磺酸后对成年期的学习记忆能力也会有作用,这种作用往往大于成年期后补充牛磺酸所带来的作用;幼年期补充牛磺酸的最佳时期为5～10日龄。     

Generation Y Attitudes Towards E-ethics and Internet-related Misbehaviours

Aberrant consumer behaviour costs firms millions of pounds a year, and the Internet has provided young techno-literate consumers with a new medium to exploit businesses. This paper addresses Internet related ethics and describes the ways in which young consumers misdemean on the Internet and their attitudes towards these. Using a sample of 219 generation Y consumers, the study identified 24 aberrant behaviours which grouped into five factors; illegal, questionable activities, hacking related, human Internet trade and downloading. Those perceived as least wrong were; "Downloading movie and music files from the Internet for free". The consequences of these behaviours have implications for educators, consumer policy and marketers.     

The global bio‐economy

Throughout history, agriculture and natural resources have been used for the production of food, feed, fibre, fuel, and environmental goods. Recent developments in demand both in terms of quantity and quality, technology, and traditional energy and chemistry markets have reinforced the demand for nonfood applications. These developments, in combination with increased consumer demands for various food characteristics, have led to a rapidly growing and globally integrated “bio‐economy.” This article introduces and summarizes the plenary papers on the opportunities and challenges for the bio‐economy that were presented at the 28th triennial conference of the International Association of Agricultural Economists (IAAE) in Brazil. The following aspects of the bio‐economy are covered: finance, volatility, poverty, conflict, productivity, investment, resource constraints, and governance.