White Lodging Services, which manages primarily Marriott-brand limitedservice properties, developed its own version of a measure called the balanced scorecard to gauge the effectiveness of hotel operations. The balanced scorecard takes into account the objectives of both owners and managers in assessing a hotel's success. The scorecard tallies financial data, but it also accounts for the customers' assessment of the hotel and examines the extent to which the organization maintains effective func tions and develops its human resources. After implementing its balanced scorecard in 1997, White Lodging Services recorded financial results stronger than those of its competitive set, and the firm was able to reduce turnover and dramatically increase adherence to internal processes and "best practices." During that two-year period, however, guest-satisfaction scores did not meet targeted levels of improvement, which were to achieve an extremely aggressive goal of consolidated average guest score levels within the top-20 percentile of the respective brands. While that is not the desired result, such a score serves as an early warning of potential difficulties that management can address long before the situation affects the bottom line. Most important, the balanced scorecard creates an agreed-upon mechanism that gives both owners and managers a quick indication of how well each property is doing.
This study examines the effects of message framing and information presentation on tourists' carbon offsetting behaviors within the theoretical framework of heuristic-systematic processing. The interactive effects of message framing and information presentation are assessed on both static and dynamic outcome variables employing a mixed between-within group methodology utilizing two sets of data through a longitudinal 2 × 2 × 2 experimental design. The results reveal that a gain-framed messaging combined with objective climate change information and objective carbon offsetting information results in significantly more positive impacts on changes in purchase intention of carbon offsetting products and increases willingness to pay for carbon offsetting. Conversely, the combination of loss-framed messages and subjective information presentation are shown not only to be ineffective in increasing carbon offsetting behavior but results in declines in tourists’ purchase intention of carbon offsetting products and willingness to pay for carbon offsetting.
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