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This exploratory examination of the image international students have of rural tourism areas in Pennsylvania documents that they have distinct images and that their responses to them differ depending on travel behavior and sociodemographic variables.

Purpose -While many studies focusing on work values have been conducted, few of them were specifically focused on generational differences within the hospitality context. This study aims to explore the structure of hospitality management work values and the perceived differences among three generations of managers and supervisors in the hospitality industry. Design/methodology/approach -A survey of 398 managers and supervisors from hospitality organizations in the USA was conducted. Findings -A total of 15 work values were identified along with their hierarchical order. A fourdimensional (comfort and security, professional growth, personal growth, and work environment) work value structure shared by hospitality workforce and generational differences in work values of the hospitality industry were found.Research limitations/implications -The findings of this study are limited to a managerial workforce of the hospitality industry in a US tourism destination. Practical implications -Implications are drawn for industry to recruit and retain the managerial workforce using strategies designed to meet the preferences and needs perceived by three generations of managerial workforce. Originality/value -There are three unique contributions: the uncovering of different priorities in work values across the three-generation hospitality managers; the revelation of the four underlying dimensions of the structure of work values that represent the uniqueness of work values perceived by the hospitality managerial workforce; and the discovery of generational differences in work values in two of the four dimensions (i.e. personal growth and work environment) and the generational preference shift. These findings might contribute to the justification for different recruitment and retention strategies among various sectors of the hospitality industry according to generational value shifts.

Hypoxia-inducible factors (HIFs) play key roles in the cellular response to hypoxia. It is widely accepted that whereas HIF-1 and HIF-2 function as transcriptional activators, HIF-3 inhibits HIF-1/2α action. Contrary to this idea, we show that zebrafish Hif-3α has strong transactivation activity. Hif-3α is degraded under normoxia. Mutation of P393, P493, and L503 inhibits this oxygen-dependent degradation. Transcriptomics and chromatin immunoprecipitation analyses identify genes that are regulated by Hif-3α, Hif-1α, or both. Under hypoxia or when overexpressed, Hif-3α binds to its target gene promoters and upregulates their expression. Dominant-negative inhibition and knockdown of Hif-3α abolish hypoxia-induced Hif-3α-promoter binding and gene expression. Hif-3α not only mediates hypoxia-induced growth and developmental retardation but also possesses hypoxia-independent activities. Importantly, transactivation activity is conserved and human HIF-3α upregulates similar genes in human cells. These findings suggest that Hif-3 is an oxygen-dependent transcription factor and activates a distinct transcriptional response to hypoxia.

Purpose This paper aims to develop a theoretical model to understand co-creation/co-destruction of value through customer engagement in online channels. It also investigates the contributing factors. Design/methodology/approach The qualitative approach uses the critical incidents technique to answer the research questions. The authors identify 350 critical incidents in which customers expressed online customer engagement-induced value co-creation or co-destruction experiences. The factors and resulting propositions are identified through data analysis. Data coding and analysis are facilitated by using MAXQDA 12. Findings Co-creation through positively valenced engagement behaviors may occur when customers are delighted, feel valued, experience reciprocity, receive organizational incentives, are solicited for feedback, can count on service recovery efforts and interact with helpful, empathetic, polite and responsive employees. Co-destruction through negatively valenced engagement behaviors emerges from rude employee behaviors, indifference, confrontation with company representatives, technological failure, the lack of complaint outlets and customers’ desire for revenge. Practical implications Selecting and training employees to be helpful, polite, responsive and empathetic toward online visitors can trigger co-creation. Communication between firms and customers should boost customer approval and delight. Organizations can offer incentives, reliable service delivery and a recovery design to stimulate visitor participation. Soliciting feedback requires sound technological support and direct communication links with visitors. Originality/value This study presents the conditions and framework contributing to the duality of customer engagement-induced co-creation and co-destruction values in online channels from the customer, organizational, employee, service design and technological perspectives. It also addresses how value is co-created or co-destructed through examples.

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