Global Strategic Management in the Service Industry: A Perspective of the New Era
Global Strategic Management in the Service Industryillustrates how strategic managers in service industry appraise the sectors in which their organisations are involved; appraise their competitors; and reassess their strategy and fix goals to meet all the challenges presented
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley
Emerald Publishing Limited
2022
|
| Ausgabe: | 1st ed |
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | Global Strategic Management in the Service Industryillustrates how strategic managers in service industry appraise the sectors in which their organisations are involved; appraise their competitors; and reassess their strategy and fix goals to meet all the challenges presented |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (216 Seiten) |
| ISBN: | 9781801170819 |
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| 505 | 8 | |a Intro -- Half Title Page -- Title Page -- Copyright Page -- Dedication Page -- Contents -- List of Tables and Figures -- About the Contributors -- Foreword -- Preface -- Acknowledgements -- Chapter 1-The Impact of the COVID-19 Pandemic on Consumer Purchasing Behaviour: Implications for the Retail Sector -- 1. Introduction -- 2. Background Motivation -- 2.2 The Immediate Effects of the Pandemic on Marketing -- 2.3 Changes in Consumer Behaviour -- 2.4 Changes in Grocery Product Preferences -- 2.5 Changes in the Way Grocery Consumers Shop -- 2.6 Challenges Faced by the Retail Supply Chain -- 3. Methodology -- 3.1 Participants and Methods -- 4. Findings and Discussion -- 4.1 Changes to Shopping Behaviour During Lockdown -- 4.2 Motivations Underlying Changes to Shopping Behaviour During Lockdown -- 4.3 Post-lockdown Shopping Behaviour -- 5. Conclusions and Implications -- References -- Chapter 2-Employees' STARA Awareness and Innovative Work Behavioural Intentions: Evidence from US Casual Dining Restaurants -- 1. Introduction -- 2. Literature Review and Hypotheses Development -- 2.2. The Impact of STARA Awareness on Innovative Work Behaviour -- 2.3. Employees' STARA Awareness and Challenge-Hindrance Appraisals -- 2.4. Mediating Role of Challenge-Hindrance Appraisals of STARA Awareness -- 3. Methods -- 3.2. Survey Instrument -- 3.3. Data Analysis -- 4. Results -- 4.2. Measurement Model -- 4.3. Structural Model for Management Employee Group -- 4.4. Structural Model for Non-management Employee Group -- 5. Discussion and Conclusion -- 5.1. Theoretical Implications -- 5.2. Practical Implications and Recommendations | |
| 505 | 8 | |a 5.2.1. Re-shape Business Strategic Orientation. This chapter has contributed to the strategic management process in the restaurant industry and provided valuable recommendations to improve restaurant business performance in the new era. As one of the impo -- 5.2.2. Provide Organizational Support to Increase Business Human Capital. From the resource-based view, human capital is an important intangible resource of the business (Gerhart & -- Feng, 2021). The knowledge and skills from the human capital form the cor -- 5.2.3. Manage Employees' Innovation. Innovation is critical for restaurants to differentiate themselves from competitors. Although technology adoption may bring radical innovations to businesses, the collaboration between employees and technologies in the -- 5.3. Limitations and Suggestions for Future Research -- References -- Chapter 3-The Strategic Decision to Internationalize Within Soft Services: The Context of Hotels -- 1. Introduction -- 2. Motivation to Internationalize -- 3. Services and the Hotel Industry -- 4. The Motivation to Internationalize for Hotels -- 5. Research Methodology -- 6. Findings -- 6.1 Business Strategy -- 6.2 Seeking New Opportunities -- 6.2.1 Proactive Motives. Most participants mentioned the active exploration of new opportunities, within specific locations, targeted for their suitability for their brands. They also highlighted the attractiveness of new or emerging markets and the oppor -- 6.2.2 Reactive Motives. Some of the interviewees brought up reactive motives for internationalization during the discussions, with 'waiting for opportunities to present themselves' as one of the major factors for hotel chains of a smaller size: -- 6.3 Actors Involved -- 7. Conclusion -- References -- Chapter 4-Social Media for Wine Tourism: The Digital Winescape of Cretan Wineries in the Era of COVID-19 | |
| 505 | 8 | |a 1. Introduction -- 2. Literature Review -- 2.1 The Notion of Winescape: The Wineries' Perspective -- 2.2 The Role of Social Media for Wineries Involved in Wine Tourism -- 3. Methodology -- 4. Findings and Discussion -- 5. Conclusion and Implications -- References -- Chapter 5-Ethnic Female Entrepreneurs in the Service Sector: Challenges and Motivations -- 1. Introduction -- 2. Literature Review -- 2.1. Female Entrepreneur -- 2.2. Challenges for Female Entrepreneurs -- 2.3. Motivations for Female Entrepreneurs -- 2.4. Immigrant Entrepreneur's Motivation -- 2.5. COVID's Impact on Entrepreneurs -- 2.6. Female Entrepreneurs and COVID Crisis -- 3. Methodology -- 3.2. Data Analysis -- 3.3. Findings and Discussion -- 4. Conclusion -- References -- Extra reading -- Chapter 6-Leadership, Innovation and Services Strategy in China's Rural Tourism During Post-pandemic Period -- 1. Introduction -- 2. Literature Review -- 2.2 Innovation in the Tourism Industry -- 2.3 Leadership and Transformational Leadership -- 2.4 Transformational Leadership and Innovation -- 2.5 Leadership, Innovation and Crisis -- 2.6 Tourism Business in the Rural Area -- 3. Methodology -- 4. Major Findings -- 4.2 Case 2 -- 4.3 Case 3 -- 4.4 Summary -- 5. Discussion and Conclusion -- References -- Chapter 7-The Impact of COVID-19 on Group Tour Operators and the Implications for Overtourism -- 1. Introduction to the Impact of COVID-19 on the Tourism Industry -- 2. How Countries Have Managed the Pandemic -- 3. How GTOs Can Alter Their Holiday Proposition -- 4. Is Overtourism Still Relevant Post the Pandemic? -- 5. The Impacts of Overtourism on a Host Destination -- 6. Strategies to Combat Overtourism -- 7. Metrics to Understand Potential Risks of Overtourism -- 8. Conclusion -- References -- Chapter 8-Café Tribes: A Typology of Café Customers -- The Café and Café Culture -- Methodology | |
| 505 | 8 | |a Findings -- Conclusion -- References -- Chapter 9-Menu Labelling and Customer Decision-making: Case of Calorie Information on the Menu of the Quick-service Restaurants -- 1. Literature Review -- 1.1. QSRs -- 1.2. Policy of Representing Calorie Labelling on Menu -- 1.3. The Impacts of Calorie Information on Food Choice and Food Purchasing Behaviour -- 2. Methodology -- 2.1. Findings and Discussion -- 3. Conclusion -- References -- Chapter 10-The Role of Experiences in Driving Strategy in the 21st Century -- Unjumbling Experiences -- The Triumvirate: Relationship Marketing, Brand Management and Amplification Strategies -- Relationship Marketing -- Brand Management -- Amplification Strategies -- Strategically Implementing Experiential Marketing -- The Future of Experiential Marketing - Technology, People and Pandemics -- Conclusion -- References -- Index | |
| 520 | |a Global Strategic Management in the Service Industryillustrates how strategic managers in service industry appraise the sectors in which their organisations are involved; appraise their competitors; and reassess their strategy and fix goals to meet all the challenges presented | ||
| 650 | 4 | |a Business planning | |
| 650 | 4 | |a Economics | |
| 650 | 4 | |a Service industries-Management | |
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Datensatz im Suchindex
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| adam_text | |
| any_adam_object | |
| author | Tabari, Saloomeh |
| author_facet | Tabari, Saloomeh |
| author_role | aut |
| author_sort | Tabari, Saloomeh |
| author_variant | s t st |
| building | Verbundindex |
| bvnumber | BV049874380 |
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| contents | Intro -- Half Title Page -- Title Page -- Copyright Page -- Dedication Page -- Contents -- List of Tables and Figures -- About the Contributors -- Foreword -- Preface -- Acknowledgements -- Chapter 1-The Impact of the COVID-19 Pandemic on Consumer Purchasing Behaviour: Implications for the Retail Sector -- 1. Introduction -- 2. Background Motivation -- 2.2 The Immediate Effects of the Pandemic on Marketing -- 2.3 Changes in Consumer Behaviour -- 2.4 Changes in Grocery Product Preferences -- 2.5 Changes in the Way Grocery Consumers Shop -- 2.6 Challenges Faced by the Retail Supply Chain -- 3. Methodology -- 3.1 Participants and Methods -- 4. Findings and Discussion -- 4.1 Changes to Shopping Behaviour During Lockdown -- 4.2 Motivations Underlying Changes to Shopping Behaviour During Lockdown -- 4.3 Post-lockdown Shopping Behaviour -- 5. Conclusions and Implications -- References -- Chapter 2-Employees' STARA Awareness and Innovative Work Behavioural Intentions: Evidence from US Casual Dining Restaurants -- 1. Introduction -- 2. Literature Review and Hypotheses Development -- 2.2. The Impact of STARA Awareness on Innovative Work Behaviour -- 2.3. Employees' STARA Awareness and Challenge-Hindrance Appraisals -- 2.4. Mediating Role of Challenge-Hindrance Appraisals of STARA Awareness -- 3. Methods -- 3.2. Survey Instrument -- 3.3. Data Analysis -- 4. Results -- 4.2. Measurement Model -- 4.3. Structural Model for Management Employee Group -- 4.4. Structural Model for Non-management Employee Group -- 5. Discussion and Conclusion -- 5.1. Theoretical Implications -- 5.2. Practical Implications and Recommendations 5.2.1. Re-shape Business Strategic Orientation. This chapter has contributed to the strategic management process in the restaurant industry and provided valuable recommendations to improve restaurant business performance in the new era. As one of the impo -- 5.2.2. Provide Organizational Support to Increase Business Human Capital. From the resource-based view, human capital is an important intangible resource of the business (Gerhart & -- Feng, 2021). The knowledge and skills from the human capital form the cor -- 5.2.3. Manage Employees' Innovation. Innovation is critical for restaurants to differentiate themselves from competitors. Although technology adoption may bring radical innovations to businesses, the collaboration between employees and technologies in the -- 5.3. Limitations and Suggestions for Future Research -- References -- Chapter 3-The Strategic Decision to Internationalize Within Soft Services: The Context of Hotels -- 1. Introduction -- 2. Motivation to Internationalize -- 3. Services and the Hotel Industry -- 4. The Motivation to Internationalize for Hotels -- 5. Research Methodology -- 6. Findings -- 6.1 Business Strategy -- 6.2 Seeking New Opportunities -- 6.2.1 Proactive Motives. Most participants mentioned the active exploration of new opportunities, within specific locations, targeted for their suitability for their brands. They also highlighted the attractiveness of new or emerging markets and the oppor -- 6.2.2 Reactive Motives. Some of the interviewees brought up reactive motives for internationalization during the discussions, with 'waiting for opportunities to present themselves' as one of the major factors for hotel chains of a smaller size: -- 6.3 Actors Involved -- 7. Conclusion -- References -- Chapter 4-Social Media for Wine Tourism: The Digital Winescape of Cretan Wineries in the Era of COVID-19 1. Introduction -- 2. Literature Review -- 2.1 The Notion of Winescape: The Wineries' Perspective -- 2.2 The Role of Social Media for Wineries Involved in Wine Tourism -- 3. Methodology -- 4. Findings and Discussion -- 5. Conclusion and Implications -- References -- Chapter 5-Ethnic Female Entrepreneurs in the Service Sector: Challenges and Motivations -- 1. Introduction -- 2. Literature Review -- 2.1. Female Entrepreneur -- 2.2. Challenges for Female Entrepreneurs -- 2.3. Motivations for Female Entrepreneurs -- 2.4. Immigrant Entrepreneur's Motivation -- 2.5. COVID's Impact on Entrepreneurs -- 2.6. Female Entrepreneurs and COVID Crisis -- 3. Methodology -- 3.2. Data Analysis -- 3.3. Findings and Discussion -- 4. Conclusion -- References -- Extra reading -- Chapter 6-Leadership, Innovation and Services Strategy in China's Rural Tourism During Post-pandemic Period -- 1. Introduction -- 2. Literature Review -- 2.2 Innovation in the Tourism Industry -- 2.3 Leadership and Transformational Leadership -- 2.4 Transformational Leadership and Innovation -- 2.5 Leadership, Innovation and Crisis -- 2.6 Tourism Business in the Rural Area -- 3. Methodology -- 4. Major Findings -- 4.2 Case 2 -- 4.3 Case 3 -- 4.4 Summary -- 5. Discussion and Conclusion -- References -- Chapter 7-The Impact of COVID-19 on Group Tour Operators and the Implications for Overtourism -- 1. Introduction to the Impact of COVID-19 on the Tourism Industry -- 2. How Countries Have Managed the Pandemic -- 3. How GTOs Can Alter Their Holiday Proposition -- 4. Is Overtourism Still Relevant Post the Pandemic? -- 5. The Impacts of Overtourism on a Host Destination -- 6. Strategies to Combat Overtourism -- 7. Metrics to Understand Potential Risks of Overtourism -- 8. Conclusion -- References -- Chapter 8-Café Tribes: A Typology of Café Customers -- The Café and Café Culture -- Methodology Findings -- Conclusion -- References -- Chapter 9-Menu Labelling and Customer Decision-making: Case of Calorie Information on the Menu of the Quick-service Restaurants -- 1. Literature Review -- 1.1. QSRs -- 1.2. Policy of Representing Calorie Labelling on Menu -- 1.3. The Impacts of Calorie Information on Food Choice and Food Purchasing Behaviour -- 2. Methodology -- 2.1. Findings and Discussion -- 3. Conclusion -- References -- Chapter 10-The Role of Experiences in Driving Strategy in the 21st Century -- Unjumbling Experiences -- The Triumvirate: Relationship Marketing, Brand Management and Amplification Strategies -- Relationship Marketing -- Brand Management -- Amplification Strategies -- Strategically Implementing Experiential Marketing -- The Future of Experiential Marketing - Technology, People and Pandemics -- Conclusion -- References -- Index |
| ctrlnum | (ZDB-30-PQE)EBC7080251 (ZDB-30-PAD)EBC7080251 (ZDB-89-EBL)EBL7080251 (OCoLC)1344160327 (DE-599)BVBBV049874380 |
| dewey-full | 658 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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Methods -- 3.2. Survey Instrument -- 3.3. Data Analysis -- 4. Results -- 4.2. Measurement Model -- 4.3. Structural Model for Management Employee Group -- 4.4. Structural Model for Non-management Employee Group -- 5. Discussion and Conclusion -- 5.1. Theoretical Implications -- 5.2. Practical Implications and Recommendations</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5.2.1. Re-shape Business Strategic Orientation. This chapter has contributed to the strategic management process in the restaurant industry and provided valuable recommendations to improve restaurant business performance in the new era. As one of the impo -- 5.2.2. Provide Organizational Support to Increase Business Human Capital. From the resource-based view, human capital is an important intangible resource of the business (Gerhart &amp -- Feng, 2021). The knowledge and skills from the human capital form the cor -- 5.2.3. Manage Employees' Innovation. Innovation is critical for restaurants to differentiate themselves from competitors. Although technology adoption may bring radical innovations to businesses, the collaboration between employees and technologies in the -- 5.3. Limitations and Suggestions for Future Research -- References -- Chapter 3-The Strategic Decision to Internationalize Within Soft Services: The Context of Hotels -- 1. Introduction -- 2. Motivation to Internationalize -- 3. Services and the Hotel Industry -- 4. The Motivation to Internationalize for Hotels -- 5. Research Methodology -- 6. Findings -- 6.1 Business Strategy -- 6.2 Seeking New Opportunities -- 6.2.1 Proactive Motives. Most participants mentioned the active exploration of new opportunities, within specific locations, targeted for their suitability for their brands. They also highlighted the attractiveness of new or emerging markets and the oppor -- 6.2.2 Reactive Motives. Some of the interviewees brought up reactive motives for internationalization during the discussions, with 'waiting for opportunities to present themselves' as one of the major factors for hotel chains of a smaller size: -- 6.3 Actors Involved -- 7. Conclusion -- References -- Chapter 4-Social Media for Wine Tourism: The Digital Winescape of Cretan Wineries in the Era of COVID-19</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">1. Introduction -- 2. Literature Review -- 2.1 The Notion of Winescape: The Wineries' Perspective -- 2.2 The Role of Social Media for Wineries Involved in Wine Tourism -- 3. Methodology -- 4. Findings and Discussion -- 5. Conclusion and Implications -- References -- Chapter 5-Ethnic Female Entrepreneurs in the Service Sector: Challenges and Motivations -- 1. Introduction -- 2. Literature Review -- 2.1. Female Entrepreneur -- 2.2. Challenges for Female Entrepreneurs -- 2.3. Motivations for Female Entrepreneurs -- 2.4. Immigrant Entrepreneur's Motivation -- 2.5. COVID's Impact on Entrepreneurs -- 2.6. Female Entrepreneurs and COVID Crisis -- 3. Methodology -- 3.2. Data Analysis -- 3.3. Findings and Discussion -- 4. Conclusion -- References -- Extra reading -- Chapter 6-Leadership, Innovation and Services Strategy in China's Rural Tourism During Post-pandemic Period -- 1. Introduction -- 2. Literature Review -- 2.2 Innovation in the Tourism Industry -- 2.3 Leadership and Transformational Leadership -- 2.4 Transformational Leadership and Innovation -- 2.5 Leadership, Innovation and Crisis -- 2.6 Tourism Business in the Rural Area -- 3. Methodology -- 4. Major Findings -- 4.2 Case 2 -- 4.3 Case 3 -- 4.4 Summary -- 5. Discussion and Conclusion -- References -- Chapter 7-The Impact of COVID-19 on Group Tour Operators and the Implications for Overtourism -- 1. Introduction to the Impact of COVID-19 on the Tourism Industry -- 2. How Countries Have Managed the Pandemic -- 3. How GTOs Can Alter Their Holiday Proposition -- 4. Is Overtourism Still Relevant Post the Pandemic? -- 5. The Impacts of Overtourism on a Host Destination -- 6. Strategies to Combat Overtourism -- 7. Metrics to Understand Potential Risks of Overtourism -- 8. Conclusion -- References -- Chapter 8-Café Tribes: A Typology of Café Customers -- The Café and Café Culture -- Methodology</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Findings -- Conclusion -- References -- Chapter 9-Menu Labelling and Customer Decision-making: Case of Calorie Information on the Menu of the Quick-service Restaurants -- 1. Literature Review -- 1.1. QSRs -- 1.2. Policy of Representing Calorie Labelling on Menu -- 1.3. The Impacts of Calorie Information on Food Choice and Food Purchasing Behaviour -- 2. Methodology -- 2.1. Findings and Discussion -- 3. Conclusion -- References -- Chapter 10-The Role of Experiences in Driving Strategy in the 21st Century -- Unjumbling Experiences -- The Triumvirate: Relationship Marketing, Brand Management and Amplification Strategies -- Relationship Marketing -- Brand Management -- Amplification Strategies -- Strategically Implementing Experiential Marketing -- The Future of Experiential Marketing - Technology, People and Pandemics -- Conclusion -- References -- Index</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Global Strategic Management in the Service Industryillustrates how strategic managers in service industry appraise the sectors in which their organisations are involved; appraise their competitors; and reassess their strategy and fix goals to meet all the challenges presented</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Business planning</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Economics</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Service industries-Management</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Strategisches Management</subfield><subfield code="0">(DE-588)4124261-0</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Dienstleistungsbetrieb</subfield><subfield code="0">(DE-588)4012181-1</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Multinationales Unternehmen</subfield><subfield code="0">(DE-588)4075092-9</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="655" ind1=" " ind2="7"><subfield code="0">(DE-588)4143413-4</subfield><subfield code="a">Aufsatzsammlung</subfield><subfield code="2">gnd-content</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Dienstleistungsbetrieb</subfield><subfield code="0">(DE-588)4012181-1</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="1"><subfield code="a">Multinationales Unternehmen</subfield><subfield code="0">(DE-588)4075092-9</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="2"><subfield code="a">Strategisches Management</subfield><subfield code="0">(DE-588)4124261-0</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Chen, Wei</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Tabari, Saloomeh</subfield><subfield code="t">Global Strategic Management in the Service Industry</subfield><subfield code="d">Bingley : Emerald Publishing Limited,c2022</subfield><subfield code="z">9781801170826</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-035213838</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=7080251</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| genre | (DE-588)4143413-4 Aufsatzsammlung gnd-content |
| genre_facet | Aufsatzsammlung |
| id | DE-604.BV049874380 |
| illustrated | Not Illustrated |
| indexdate | 2025-01-10T19:04:17Z |
| institution | BVB |
| isbn | 9781801170819 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213838 |
| oclc_num | 1344160327 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (216 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Emerald Publishing Limited |
| record_format | marc |
| spelling | Tabari, Saloomeh Verfasser aut Global Strategic Management in the Service Industry A Perspective of the New Era 1st ed Bingley Emerald Publishing Limited 2022 ©2022 1 Online-Ressource (216 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Half Title Page -- Title Page -- Copyright Page -- Dedication Page -- Contents -- List of Tables and Figures -- About the Contributors -- Foreword -- Preface -- Acknowledgements -- Chapter 1-The Impact of the COVID-19 Pandemic on Consumer Purchasing Behaviour: Implications for the Retail Sector -- 1. Introduction -- 2. Background Motivation -- 2.2 The Immediate Effects of the Pandemic on Marketing -- 2.3 Changes in Consumer Behaviour -- 2.4 Changes in Grocery Product Preferences -- 2.5 Changes in the Way Grocery Consumers Shop -- 2.6 Challenges Faced by the Retail Supply Chain -- 3. Methodology -- 3.1 Participants and Methods -- 4. Findings and Discussion -- 4.1 Changes to Shopping Behaviour During Lockdown -- 4.2 Motivations Underlying Changes to Shopping Behaviour During Lockdown -- 4.3 Post-lockdown Shopping Behaviour -- 5. Conclusions and Implications -- References -- Chapter 2-Employees' STARA Awareness and Innovative Work Behavioural Intentions: Evidence from US Casual Dining Restaurants -- 1. Introduction -- 2. Literature Review and Hypotheses Development -- 2.2. The Impact of STARA Awareness on Innovative Work Behaviour -- 2.3. Employees' STARA Awareness and Challenge-Hindrance Appraisals -- 2.4. Mediating Role of Challenge-Hindrance Appraisals of STARA Awareness -- 3. Methods -- 3.2. Survey Instrument -- 3.3. Data Analysis -- 4. Results -- 4.2. Measurement Model -- 4.3. Structural Model for Management Employee Group -- 4.4. Structural Model for Non-management Employee Group -- 5. Discussion and Conclusion -- 5.1. Theoretical Implications -- 5.2. Practical Implications and Recommendations 5.2.1. Re-shape Business Strategic Orientation. This chapter has contributed to the strategic management process in the restaurant industry and provided valuable recommendations to improve restaurant business performance in the new era. As one of the impo -- 5.2.2. Provide Organizational Support to Increase Business Human Capital. From the resource-based view, human capital is an important intangible resource of the business (Gerhart & -- Feng, 2021). The knowledge and skills from the human capital form the cor -- 5.2.3. Manage Employees' Innovation. Innovation is critical for restaurants to differentiate themselves from competitors. Although technology adoption may bring radical innovations to businesses, the collaboration between employees and technologies in the -- 5.3. Limitations and Suggestions for Future Research -- References -- Chapter 3-The Strategic Decision to Internationalize Within Soft Services: The Context of Hotels -- 1. Introduction -- 2. Motivation to Internationalize -- 3. Services and the Hotel Industry -- 4. The Motivation to Internationalize for Hotels -- 5. Research Methodology -- 6. Findings -- 6.1 Business Strategy -- 6.2 Seeking New Opportunities -- 6.2.1 Proactive Motives. Most participants mentioned the active exploration of new opportunities, within specific locations, targeted for their suitability for their brands. They also highlighted the attractiveness of new or emerging markets and the oppor -- 6.2.2 Reactive Motives. Some of the interviewees brought up reactive motives for internationalization during the discussions, with 'waiting for opportunities to present themselves' as one of the major factors for hotel chains of a smaller size: -- 6.3 Actors Involved -- 7. Conclusion -- References -- Chapter 4-Social Media for Wine Tourism: The Digital Winescape of Cretan Wineries in the Era of COVID-19 1. Introduction -- 2. Literature Review -- 2.1 The Notion of Winescape: The Wineries' Perspective -- 2.2 The Role of Social Media for Wineries Involved in Wine Tourism -- 3. Methodology -- 4. Findings and Discussion -- 5. Conclusion and Implications -- References -- Chapter 5-Ethnic Female Entrepreneurs in the Service Sector: Challenges and Motivations -- 1. Introduction -- 2. Literature Review -- 2.1. Female Entrepreneur -- 2.2. Challenges for Female Entrepreneurs -- 2.3. Motivations for Female Entrepreneurs -- 2.4. Immigrant Entrepreneur's Motivation -- 2.5. COVID's Impact on Entrepreneurs -- 2.6. Female Entrepreneurs and COVID Crisis -- 3. Methodology -- 3.2. Data Analysis -- 3.3. Findings and Discussion -- 4. Conclusion -- References -- Extra reading -- Chapter 6-Leadership, Innovation and Services Strategy in China's Rural Tourism During Post-pandemic Period -- 1. Introduction -- 2. Literature Review -- 2.2 Innovation in the Tourism Industry -- 2.3 Leadership and Transformational Leadership -- 2.4 Transformational Leadership and Innovation -- 2.5 Leadership, Innovation and Crisis -- 2.6 Tourism Business in the Rural Area -- 3. Methodology -- 4. Major Findings -- 4.2 Case 2 -- 4.3 Case 3 -- 4.4 Summary -- 5. Discussion and Conclusion -- References -- Chapter 7-The Impact of COVID-19 on Group Tour Operators and the Implications for Overtourism -- 1. Introduction to the Impact of COVID-19 on the Tourism Industry -- 2. How Countries Have Managed the Pandemic -- 3. How GTOs Can Alter Their Holiday Proposition -- 4. Is Overtourism Still Relevant Post the Pandemic? -- 5. The Impacts of Overtourism on a Host Destination -- 6. Strategies to Combat Overtourism -- 7. Metrics to Understand Potential Risks of Overtourism -- 8. Conclusion -- References -- Chapter 8-Café Tribes: A Typology of Café Customers -- The Café and Café Culture -- Methodology Findings -- Conclusion -- References -- Chapter 9-Menu Labelling and Customer Decision-making: Case of Calorie Information on the Menu of the Quick-service Restaurants -- 1. Literature Review -- 1.1. QSRs -- 1.2. Policy of Representing Calorie Labelling on Menu -- 1.3. The Impacts of Calorie Information on Food Choice and Food Purchasing Behaviour -- 2. Methodology -- 2.1. Findings and Discussion -- 3. Conclusion -- References -- Chapter 10-The Role of Experiences in Driving Strategy in the 21st Century -- Unjumbling Experiences -- The Triumvirate: Relationship Marketing, Brand Management and Amplification Strategies -- Relationship Marketing -- Brand Management -- Amplification Strategies -- Strategically Implementing Experiential Marketing -- The Future of Experiential Marketing - Technology, People and Pandemics -- Conclusion -- References -- Index Global Strategic Management in the Service Industryillustrates how strategic managers in service industry appraise the sectors in which their organisations are involved; appraise their competitors; and reassess their strategy and fix goals to meet all the challenges presented Business planning Economics Service industries-Management Strategisches Management (DE-588)4124261-0 gnd rswk-swf Dienstleistungsbetrieb (DE-588)4012181-1 gnd rswk-swf Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf (DE-588)4143413-4 Aufsatzsammlung gnd-content Dienstleistungsbetrieb (DE-588)4012181-1 s Multinationales Unternehmen (DE-588)4075092-9 s Strategisches Management (DE-588)4124261-0 s DE-604 Chen, Wei Sonstige oth Erscheint auch als Druck-Ausgabe Tabari, Saloomeh Global Strategic Management in the Service Industry Bingley : Emerald Publishing Limited,c2022 9781801170826 |
| spellingShingle | Tabari, Saloomeh Global Strategic Management in the Service Industry A Perspective of the New Era Intro -- Half Title Page -- Title Page -- Copyright Page -- Dedication Page -- Contents -- List of Tables and Figures -- About the Contributors -- Foreword -- Preface -- Acknowledgements -- Chapter 1-The Impact of the COVID-19 Pandemic on Consumer Purchasing Behaviour: Implications for the Retail Sector -- 1. Introduction -- 2. Background Motivation -- 2.2 The Immediate Effects of the Pandemic on Marketing -- 2.3 Changes in Consumer Behaviour -- 2.4 Changes in Grocery Product Preferences -- 2.5 Changes in the Way Grocery Consumers Shop -- 2.6 Challenges Faced by the Retail Supply Chain -- 3. Methodology -- 3.1 Participants and Methods -- 4. Findings and Discussion -- 4.1 Changes to Shopping Behaviour During Lockdown -- 4.2 Motivations Underlying Changes to Shopping Behaviour During Lockdown -- 4.3 Post-lockdown Shopping Behaviour -- 5. Conclusions and Implications -- References -- Chapter 2-Employees' STARA Awareness and Innovative Work Behavioural Intentions: Evidence from US Casual Dining Restaurants -- 1. Introduction -- 2. Literature Review and Hypotheses Development -- 2.2. The Impact of STARA Awareness on Innovative Work Behaviour -- 2.3. Employees' STARA Awareness and Challenge-Hindrance Appraisals -- 2.4. Mediating Role of Challenge-Hindrance Appraisals of STARA Awareness -- 3. Methods -- 3.2. Survey Instrument -- 3.3. Data Analysis -- 4. Results -- 4.2. Measurement Model -- 4.3. Structural Model for Management Employee Group -- 4.4. Structural Model for Non-management Employee Group -- 5. Discussion and Conclusion -- 5.1. Theoretical Implications -- 5.2. Practical Implications and Recommendations 5.2.1. Re-shape Business Strategic Orientation. This chapter has contributed to the strategic management process in the restaurant industry and provided valuable recommendations to improve restaurant business performance in the new era. As one of the impo -- 5.2.2. Provide Organizational Support to Increase Business Human Capital. From the resource-based view, human capital is an important intangible resource of the business (Gerhart & -- Feng, 2021). The knowledge and skills from the human capital form the cor -- 5.2.3. Manage Employees' Innovation. Innovation is critical for restaurants to differentiate themselves from competitors. Although technology adoption may bring radical innovations to businesses, the collaboration between employees and technologies in the -- 5.3. Limitations and Suggestions for Future Research -- References -- Chapter 3-The Strategic Decision to Internationalize Within Soft Services: The Context of Hotels -- 1. Introduction -- 2. Motivation to Internationalize -- 3. Services and the Hotel Industry -- 4. The Motivation to Internationalize for Hotels -- 5. Research Methodology -- 6. Findings -- 6.1 Business Strategy -- 6.2 Seeking New Opportunities -- 6.2.1 Proactive Motives. Most participants mentioned the active exploration of new opportunities, within specific locations, targeted for their suitability for their brands. They also highlighted the attractiveness of new or emerging markets and the oppor -- 6.2.2 Reactive Motives. Some of the interviewees brought up reactive motives for internationalization during the discussions, with 'waiting for opportunities to present themselves' as one of the major factors for hotel chains of a smaller size: -- 6.3 Actors Involved -- 7. Conclusion -- References -- Chapter 4-Social Media for Wine Tourism: The Digital Winescape of Cretan Wineries in the Era of COVID-19 1. Introduction -- 2. Literature Review -- 2.1 The Notion of Winescape: The Wineries' Perspective -- 2.2 The Role of Social Media for Wineries Involved in Wine Tourism -- 3. Methodology -- 4. Findings and Discussion -- 5. Conclusion and Implications -- References -- Chapter 5-Ethnic Female Entrepreneurs in the Service Sector: Challenges and Motivations -- 1. Introduction -- 2. Literature Review -- 2.1. Female Entrepreneur -- 2.2. Challenges for Female Entrepreneurs -- 2.3. Motivations for Female Entrepreneurs -- 2.4. Immigrant Entrepreneur's Motivation -- 2.5. COVID's Impact on Entrepreneurs -- 2.6. Female Entrepreneurs and COVID Crisis -- 3. Methodology -- 3.2. Data Analysis -- 3.3. Findings and Discussion -- 4. Conclusion -- References -- Extra reading -- Chapter 6-Leadership, Innovation and Services Strategy in China's Rural Tourism During Post-pandemic Period -- 1. Introduction -- 2. Literature Review -- 2.2 Innovation in the Tourism Industry -- 2.3 Leadership and Transformational Leadership -- 2.4 Transformational Leadership and Innovation -- 2.5 Leadership, Innovation and Crisis -- 2.6 Tourism Business in the Rural Area -- 3. Methodology -- 4. Major Findings -- 4.2 Case 2 -- 4.3 Case 3 -- 4.4 Summary -- 5. Discussion and Conclusion -- References -- Chapter 7-The Impact of COVID-19 on Group Tour Operators and the Implications for Overtourism -- 1. Introduction to the Impact of COVID-19 on the Tourism Industry -- 2. How Countries Have Managed the Pandemic -- 3. How GTOs Can Alter Their Holiday Proposition -- 4. Is Overtourism Still Relevant Post the Pandemic? -- 5. The Impacts of Overtourism on a Host Destination -- 6. Strategies to Combat Overtourism -- 7. Metrics to Understand Potential Risks of Overtourism -- 8. Conclusion -- References -- Chapter 8-Café Tribes: A Typology of Café Customers -- The Café and Café Culture -- Methodology Findings -- Conclusion -- References -- Chapter 9-Menu Labelling and Customer Decision-making: Case of Calorie Information on the Menu of the Quick-service Restaurants -- 1. Literature Review -- 1.1. QSRs -- 1.2. Policy of Representing Calorie Labelling on Menu -- 1.3. The Impacts of Calorie Information on Food Choice and Food Purchasing Behaviour -- 2. Methodology -- 2.1. Findings and Discussion -- 3. Conclusion -- References -- Chapter 10-The Role of Experiences in Driving Strategy in the 21st Century -- Unjumbling Experiences -- The Triumvirate: Relationship Marketing, Brand Management and Amplification Strategies -- Relationship Marketing -- Brand Management -- Amplification Strategies -- Strategically Implementing Experiential Marketing -- The Future of Experiential Marketing - Technology, People and Pandemics -- Conclusion -- References -- Index Business planning Economics Service industries-Management Strategisches Management (DE-588)4124261-0 gnd Dienstleistungsbetrieb (DE-588)4012181-1 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4012181-1 (DE-588)4075092-9 (DE-588)4143413-4 |
| title | Global Strategic Management in the Service Industry A Perspective of the New Era |
| title_auth | Global Strategic Management in the Service Industry A Perspective of the New Era |
| title_exact_search | Global Strategic Management in the Service Industry A Perspective of the New Era |
| title_full | Global Strategic Management in the Service Industry A Perspective of the New Era |
| title_fullStr | Global Strategic Management in the Service Industry A Perspective of the New Era |
| title_full_unstemmed | Global Strategic Management in the Service Industry A Perspective of the New Era |
| title_short | Global Strategic Management in the Service Industry |
| title_sort | global strategic management in the service industry a perspective of the new era |
| title_sub | A Perspective of the New Era |
| topic | Business planning Economics Service industries-Management Strategisches Management (DE-588)4124261-0 gnd Dienstleistungsbetrieb (DE-588)4012181-1 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd |
| topic_facet | Business planning Economics Service industries-Management Strategisches Management Dienstleistungsbetrieb Multinationales Unternehmen Aufsatzsammlung |
| work_keys_str_mv | AT tabarisaloomeh globalstrategicmanagementintheserviceindustryaperspectiveofthenewera AT chenwei globalstrategicmanagementintheserviceindustryaperspectiveofthenewera |