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dc.contributor.authorButcher, Kennethen_US
dc.contributor.authorSparks, Beverleyen_US
dc.date.accessioned2017-04-24T10:16:51Z
dc.date.available2017-04-24T10:16:51Z
dc.date.issued2011en_US
dc.date.modified2012-02-13T05:03:06Z
dc.identifier.issn09596119en_US
dc.identifier.doi10.1108/09596111111122488en_US
dc.identifier.urihttp://hdl.handle.net/10072/42450
dc.description.abstractPurpose - This paper aims to investigate how small/medium hospitality (SMH) firms set preferences for knowledge transfer relating to customer service improvement activities, through a determination of the most valued activities, preferred forms of media delivery and why best practice choice is valued. Design/methodology/approach - A single cross-sectional survey was used of 255 owners, managers or owner-managers of SMH firms in Australia using attitude rating scales. Findings - In nominating preferred customer service training/business performance improvement activities, the reasons for reporting a highly valued activity were grouped into six themes. Relevance and novelty of the activity were the two highest ranked activities. The remaining four themes of informative, credible, ease of use, and social were ranked equally. Research limitations/implications - The findings suggest that hospitality firms are reluctant to embrace knowledge transfer activities in general and customer service training in particular. These findings shed light on specific preferred activities and indicate the reasons why. Practical implications - The results from this study have been integrated with other studies to present a range of communication-based strategies to assist industry policy makers. It is recommended that communication strategies to sell the "novelty, relevance and newness" of the customer service activity should be promoted. Originality/value - The paper synthesises literature from the small business sector, together with hospitality-specific papers and extends thinking beyond prescriptive advice. Given that knowledge transfer, delivered as prescriptive advice, tends to be ignored by the sector at large, this paper focuses on what managers do in practice and how they can be reached more directly.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_US
dc.languageEnglishen_US
dc.publisherEmerald Group Publishing Ltden_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_US
dc.relation.ispartofpagefrom282en_US
dc.relation.ispartofpageto296en_US
dc.relation.ispartofissue3en_US
dc.relation.ispartofjournalInternational Journal of Contemporary Hospitality Managementen_US
dc.relation.ispartofvolume23en_US
dc.rights.retentionYen_US
dc.subject.fieldofresearchCommerce, Management, Tourism and Services not elsewhere classifieden_US
dc.subject.fieldofresearchcode159999en_US
dc.titleBusiness improvement preferences for small/medium hospitality firms in Australiaen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Department of Tourism, Sport and Hotel Managementen_US
gro.date.issued2011
gro.hasfulltextNo Full Text


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