Despite well-publicized exceptions, women are the minority in the highest levels of executive leadership—a phenomenon traditionally attributed to workplace barriers collectively termed the glass ceiling. Newer research, however, increasingly implicates self-imposed barriers to women’s advancement. This suggests that barriers to women might be undergoing a “shift” whereby personal priorities hold greater influence over advancement opportunities than do traditional workplace barriers. We tested this notion via an online survey of fifty-four male and forty-five female global industry leaders. Two main findings emerged. First, contrary to traditional stereotypes, men and women held essentially the same views on career and home life. Second, data revealed that men and women emphasized self-imposed barriers over workplace barriers as the major obstacles to women’s advancement. The most common self-imposed barriers involved family and household responsibilities holding a higher priority, as well as work–life balance, whereas the most prominent workplace barriers were lack of mentoring, lack of careful career planning, stereotyping, and perception of feminine traits. We argue that the “glass ceiling” is now predominantly a misnomer and that the current challenges to advancement are best characterized as an “invisible obstacle course” whereby organizations inadvertently fail in helping women to successfully manage their self-imposed barriers via a lack of active leadership development.

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Tourism-hospitality businesses sometimes market consumer experiences in terms of “enchantment,” although this phrase is often used vaguely or variously. Therefore, we approached the issue conceptually by examining prior research on the experience economy, extraordinary architectural experiences, and accounts of paranormal tourism. Our critical overview suggests that we are dealing with a phenomenon rooted in environment-person bidirectional (or enactive) effects. We subsequently argue for the term “situational-enchantment” to denote a distinct and progressive arousal state characterized by dis-ease or dissonance that facilitates a sense of connection or oneness with a “transcendent agency, ultimate reality, or Other.” An iterative Content Category Dictionary exercise based on target literature specifically mapped this hypothesized state in terms of five competing features: (a) Emotional, (b) Sensorial, (c) Timeless, (d) Rational, and (e) Transformative. We frame this phenomenology within Funder’s Realistic Accuracy Model, which we propose drives an epiphanic process involving attentional, perceptual, attributional, and social mechanisms. Our synthesis of the multidisciplinary literature in this domain helps to clarify the nature and relevance of enchantment as an individual difference that varies across people and is subject to a variety of contextual influences. Accordingly, we discuss how this hypothesized state can be manipulated to an extent within certain people by creating or reinforcing conditions that spur experiential and rational engagement with ambiguous or unexpected stimuli.

This article describes the economic and operational value-and the potential drawbacks-of pairing brand-name restaurants with hotels that previously operated a non-branded restaurant. After analyzing survey responses and the results of personal interviews, the study's findings were inconclusive regarding whether there were across-the-board qualitative or quantitative benefits created for both a hotel and restaurant when co-branding occurred (relative to what each entity might achieve independently of the other). In some cases, where a hotel company is large enough to pull it off, operating a proprietary F&B outlet may be the best approach, as doing so gives the hotel operator unfettered control over the restaurant's operations (e.g., operating hours, menus, and flexibility for room service and banquets). On the other hand, accommodating a leased or franchised restaurant removes many of the headaches associated with hotel restaurants and takes advantage of the professional expertise and advertising clout afforded by many chain-restaurant companies. In most cases those properties that engaged a brand-name F&B operator experienced increased occupancy and improved F&B sales, but the data are inconclusive as to whether those increases would have occurred in any event.