Online customer reviews have received considerable attention in hospitality research because of their impact on hotel sales. In practice, control the creation of these reviews, especially those from negative perspectives. However, hotel managers can control how they respond to such negative reviews. This study examines the effects of two important factors that could enable marketers to formulate their responses in a manner that will positively influence customers who have read negative reviews. The study used a quasi-experimental design with 259 respondents. Elaboration likelihood model (ELM) routes and outcomes that led to the occurrence of distributive justice were modeled as moderating variables. Compared with conventional complaint handling methods, posting a response that adopted a central route to persuasion was found to be most effective for handling negative reviews.

Purpose – The aim of this study is to determine key factors and processes for multinational companies (MNCs) to develop an effective stakeholder engagement and sustainable development (SD) framework. Design/methodology/approach – A qualitative multiple-case approach was used. A triangulation method was adopted (interviews, archival documents and observations) to collect data on three global firms (MNCs). Nine senior executives were interviewed for this study (three from each firm). An initial literature review was conducted to explore possible practices and factors (the deductive approach) to SD. Interview data were analysed using Nvivo to obtain appropriate nodes and themes for the framework. A comparison of findings from interview data, archival data, factors, themes and cross cases comparison were used to develop the final conceptual framework (the inductive approach). Findings – The results suggested that stakeholder engagement is a key mediator between “stakeholder network” (internal and external factors) and outcomes (corporate social responsibility, social capital, shared value and SD). Key internal factors such as human capital/talent, technology, culture, leadership and processes such as collaboration, knowledge sharing and co-creation of value with stakeholders were identified. These internal factors and processes must be integrated and aligned with external factors such as social, political, cultural, environment and NGOs to achieve effective stakeholder engagement. Originality/value – This study has captured the insight of how MNCs developed their SD strategies. Accessing internal data from MNCs is always a challenge and in-depth qualitative approach is warranted here to obtain underlying strategies, processes and meaning to SD in MNCs.

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This study develops an integrative model that explains the relationship between Chinese culture, managers' strategic decision making (SDM) processes, and organizational performance. 1200 participants were randomly selected from a business club's company register, resulting in 204 valid respondents. The results highlighted two significant SDM paths used by managers: (1) The cognitive-speed path, which suggested that Overseas Chinese managers (the Chinese who live outside of Mainland China) focus on the big picture, draw analogies from past experiences, and use extensive networks to reduce the duration of the decision process. (2)The social-political path which shows that Overseas Chinese managers focus on collective interests, strive to maintain harmony, and to save face whilst using a collaborative style to handle conflict; this approach reduces dysfunctional political behavior, while reinforcing the decision team's focus on common goals. From these results we concluded that a speedier decision making process (based on intuition, experience and networks) accompanied by the appropriate use of political behavior (that created harmony, through a hierarchical structure, during conflict management) in the Overseas Chinese managers' strategic decision making process could positively influence organizational performance.

The ability to adopt new technology is vital to the performance and long-term growth of an organization. Contemporary technology adoption process models are primarily conceived from only the technology point of view and are seldom linked to an organization's strategy and performance. Technology adoption that entails the commitment of substantial resources is typically viewed as a strategic decision by top management. This study surveys and interviews the top management teams (TMTs) of travel industry firms in non-IT roles. The findings indicate that TMTs regard the ability of technology to generate revenue and reduce costs as the main criteria for its adoption. These criteria, and the duration and political behavior of the decision process, were observed to affect organizational performance. This study also examines the major problems faced in technology adoption and ways to address them from the perspective of TMTs.