Asia Pacific Academy of Science Pte. Ltd. specializes in international journal publishing business. Asia Pacific Academy of Science Pte. Ltd. adopts the Open Access publishing mode, and provides an important bridge for communication and sharing for academic groups whose interest fields include engineering, technology, medicine, computer, agriculture and forestry, psychology policy.
Mitigating the impacts of COVID-19 pandemic on hotel services: A conceptual framework on technological innovations and employee well-being
Vol 4, Issue 2, 2023
VIEWS - 81 (Abstract)
Abstract
Purpose: This present article offers insight into the impacts and implications of COVID-19 on the service delivery process for hotel customers. The objective also reflects on how technological innovations may mitigate those impacts and contribute to employee well-being. Keeping in mind the above, a conceptual framework has been developed that clearly and critically depicts the COVID-19 impact on technological innovation and its subsequent influence on hotel employees well-being. Design/methodology/approach: This research paper strongly outlines the current theoretical background on hotel services impacted by the COVID-19 pandemic. The author also investigated the current trends in hotel guest services influenced by technological innovations. The present data and industry report have been used to formulate the conceptual framework linked to employee well-being. Findings: This study proposes an underlying theory and research plan on technological innovation that facilitates hotel service delivery while keeping COVID-19 and social distance in mind and thereby contributes to comprehensive employee well-being. Originality/value: This article would be a pioneering study seriously investigating the impact of COVID-19 on hotel service delivery engulfed by the various technological innovations and contributing towards employee well-being at macro and micro levels.
Keywords
Full Text:
PDFReferences
1. Kabadayi S, O’Connor GE, Tuzovic S. Viewpoint: The impact of coronavirus on service ecosystems as service mega-disruptions. Journal of Services Marketing 2020; 34(6): 809–817. doi: 10.1108/jsm-03-2020-0090
2. World Travel and Toursm Council (WTTC). Open letter from WTTC to governments. Available online: https://www.wttc.org/about/media-centre/press-releases/press-releases/2020/open-letter-from-wttc-to-governments (accessed on 25 January 2024).
3. ECDC. Considerations Relating to Social Distancing Measures in Response to COVID-19—Second Update. ECDC; 2020.
4. Hoque A, Shikha FA, Hasanat MW, et al. The effect of coronavirus (COVID-19) in the tourism industry in China. Asian Journal of Multidisciplinary Studies 2020; 3(1): 52–58.
5. Choi Y, Choi M, Oh M (Moon), et al. Service robots in hotels: understanding the service quality perceptions of human-robot interaction. Journal of Hospitality Marketing & Management 2019; 29(6): 613–635. doi: 10.1080/19368623.2020.1703871
6. Choi Y, Oh M (Moon), Choi M, et al. Exploring the influence of culture on tourist experiences with robots in service delivery environment. Current Issues in Tourism 2020; 24(5): 717–733. doi: 10.1080/13683500.2020.1735318
7. Fong LHN, Lam LWai, Law R. How locus of control shapes intention to reuse mobile apps for making hotel reservations: Evidence from Chinese consumers. Tourism Management 2017; 61: 331–342. doi: 10.1016/j.tourman.2017.03.002
8. Kim S, Kim PB, Lee G. Predicting hospitality employees’ safety performance behaviors in the COVID-19 pandemic. International Journal of Hospitality Management 2021; 93: 102797. doi: 10.1016/j.ijhm.2020.102797
9. Tung VWS, Law R. The potential for tourism and hospitality experience research in human-robot interactions. International Journal of Contemporary Hospitality Management 2017; 29(10): 2498–2513. doi: 10.1108/ijchm-09-2016-0520
10. Shin H, Kang J. Reducing perceived health risk to attract hotel customers in the COVID-19 pandemic era: Focused on technology innovation for social distancing and cleanliness. International Journal of Hospitality Management 2020; 91: 102664. doi: 10.1016/j.ijhm.2020.102664
11. Gross M. Staying in a hotel will be very different post-pandemic—Here are newsafety and cleaning precautions being implemented by major hotel brands. Available online: https://www.businessinsider.com/hotel-precautions-coronavirus (accessed on 25 January 2024).
12. Hang H, Aroean L, Chen Z. Building emotional attachment during COVID-19. Annals of Tourism Research 2020; 83: 103006. doi: 10.1016/j.annals.2020.103006
13. Hao F, Xiao Q, Chon K. COVID-19 and China’s hotel industry: Impacts, a disaster management framework, and post-pandemic agenda. International Journal of Hospitality Management 2020; 90: 102636. doi: 10.1016/j.ijhm.2020.102636
14. Hu X, Yan H, Casey T, et al. Creating a safe haven during the crisis: How organizations can achieve deep compliance with COVID-19 safety measures in the hospitality industry. International Journal of Hospitality Management 2021; 92: 102662. doi: 10.1016/j.ijhm.2020.102662
15. Finsterwalder J, Foote J, Nicholas G, et al. Conceptual underpinnings for transformative research in a service ecosystems context to resolve social issues—Framework foundations and extensions. The Service Industries Journal 2017; 37(11–12): 766–782. doi: 10.1080/02642069.2017.1351550
16. Chan JFW, Yuan S, Kok KH, et al. A familial cluster of pneumonia associated with the 2019 novel coronavirus indicating person-to-person transmission: A study of a family cluster. The Lancet 2020; 395(10223): 514–523. doi: 10.1016/s0140-6736(20)30154-9
17. World Health Organization (WHO). Q&A on coronaviruses (COVID-19). Available online: https://www.who.int/news-room/q-a-detail/q-a-coronaviruses (accessed on 25 January 2024).
18. Chan ESW, Lam D. Hotel safety and security systems: Bridging the gap between managers and guests. International Journal of Hospitality Management 2013; 32: 202–216. doi: 10.1016/j.ijhm.2012.05.010
19. Wang J, Ritchie BW. A theoretical model for strategic crisis planning: Factors influencing crisis planning in the hotel industry. International Journal of Tourism Policy 2010; 3(4): 297. doi: 10.1504/ijtp.2010.040390
20. Dube K, Nhamo G, Chikodzi D. COVID-19 cripples global restaurant and hospitality industry. Current Issues in Tourism 2020; 24(11): 1487–1490. doi: 10.1080/13683500.2020.1773416
21. Nhamo G, Dube K, Chikodzi D. Restaurants and COVID-19: A focus on sustainability and recovery pathways. In: Counting the Cost of COVID-19 on the Global Tourism Industry. Springer; 2020. pp. 205–224. doi: 10.1007/978-3-030-56231-1_9
22. Aday S, Aday MS. Impact of COVID-19 on the food supply chain. Food Quality and Safety 2020; 4(4): 167–180. doi: 10.1093/fqsafe/fyaa024
23. Bucak T, Yiğit S. The future of the chef occupation and the food and beverage sector after the COVID-19 outbreak: Opinions of Turkish chefs. International Journal of Hospitality Management 2021; 92: 102682. doi: 10.1016/j.ijhm.2020.102682
24. Jung HS, Yoon HH, Song MK. A study on dining-out trends using big data: Focusing on changes since COVID-19. Sustainability 2021; 13(20): 11480. doi: 10.3390/su132011480
25. Hemmington N, Neill L. Hospitality business longevity under COVID-19: The impact of COVID-19 on New Zealand’s hospitality industry. Tourism and Hospitality Research 2021; 22(1): 102–114. doi: 10.1177/1467358421993875
26. Hoang T, Suleri J. Customer behaviour in restaurants before and during COVID-19: A study in Vietnam. Research in Hospitality Management 2021; 11(3): 205–214. doi: 10.1080/22243534.2021.2006921
27. de Freitas RSG, Stedefeldt E. COVID-19 pandemic underlines the need to build resilience in commercial restaurants’ food safety. Food Research International 2020; 136: 109472. doi: 10.1016/j.foodres.2020.109472
28. Kim SS, Chun H, Lee H. The effects of SARS on the Korean hotel industry and measures to overcome the crisis: A case study of six Korean five-star hotels. Asia Pacific Journal of Tourism Research 2005; 10(4): 369–377. doi: 10.1080/10941660500363694
29. Chang S, Gong Y, Shum C. Promoting innovation in hospitality companies through human resource management practices. International Journal of Hospitality Management 2011; 30(4): 812–818. doi: 10.1016/j.ijhm.2011.01.001
30. Castellacci F. Technological paradigms, regimes and trajectories: Manufacturing and service industries in a new taxonomy of sectoral patterns of innovation. Research Policy 2008; 37(6–7): 978–994. doi: 10.1016/j.respol.2008.03.011
31. Buhalis D, Harwood T, Bogicevic V, et al. Technological disruptions in services: lessons from tourism and hospitality. Journal of Service Management 2019, 30(4): 484–506. doi: 10.1108/josm-12-2018-0398
32. Dolan R, Seo Y, Kemper J. Complaining practices on social media in tourism: A value co-creation and co-destruction perspective. Tourism Management 2019; 73: 35–45. doi: 10.1016/j.tourman.2019.01.017
33. Zeithaml VA, Bitner MJ, Gremler DD. Services Marketing: Integrating Customer Focus across the Firm. McGraw Hill; 2017.
34. Sharma A, Shin H, Santa-María MJ, Nicolau JL. Hotels’ COVID-19 innovation and performance. Annals of Tourism Research 2021; 88: 103180. doi: 10.1016/j.annals.2021.103180
35. Ordanini A, Parasuraman A. Service innovation viewed through a service-dominant logic lens: A conceptual framework and empirical analysis. Journal of Service Research 2010; 14(1): 3–23. doi: 10.1177/1094670510385332
36. Souto JE. Business model innovation and business concept innovation as the context of incremental innovation and radical innovation. Tourism Management 2015; 51: 142–155. doi: 10.1016/j.tourman.2015.05.017
37. Garcia R, Calantone R. A critical look at technological innovation typology and innovativeness terminology: A literature review. Journal of Product Innovation Management 2002; 19(2): 110–132. doi: 10.1111/1540-5885.1920110
38. Hjalager AM. A review of innovation research in tourism. Tourism Management 2010; 31(1): 1–12. doi: 10.1016/j.tourman.2009.08.012
39. Shin H, Perdue RR, Kang J. Front desk technology innovation in hotels: A managerial perspective. Tourism Management 2019; 74: 310–318. doi: 10.1016/j.tourman.2019.04.004
40. Carnevale JB, Hatak I. Employee adjustment and well-being in the era of COVID-19: Implications for human resource management. Journal of Business Research 2020; 116: 183–187. doi: 10.1016/j.jbusres.2020.05.037
41. Schulte P, Vainio H. Well-being at work—Overview and perspective. Scandinavian Journal of Work, Environment & Health 2010; 36(5): 422–429. doi: 10.5271/sjweh.3076
42. International Labour Organization. C161 - Occupational Health Services Convention, 1985 (No. 161), Available online: https://www.ilo.org/dyn/normlex/en/f?p=NORMLEXPUB:12100:0::NO::P12100_ILO_CODE:C161 (accessed on 19 February 2024).
43. Schulte PA, Guerin RJ, Schill AL, et al. Considerations for incorporating “well-being” in public policy for workers and workplaces. American Journal of Public Health 2015; 105(8): e31–e44. doi: 10.2105/ajph.2015.302616
44. Deloitte. At a tipping point? Workplace mental health and wellbeing. Available online: https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/public-sector/deloitte-uk-workplace-mental-health-n-wellbeing.pdf?ref=blog.smile.io (accessed on 25 January 2024).
45. Reward & Employee Benefits Association (REBA). Employee wellbeing research 2019: 74% of employers now measure wellbeing plan effectiveness. Available online: https://reba.global/resource/employee-wellbeing-research-2019-74-of-employers-now-measure-wellbeing-plan-effectiveness.html (accessed on 25 January 2024).
46. Bakker AB, Oerlemans WGM. Subjective Well-Being in Organizations. Oxford University Press; 2011. doi: 10.1093/oxfordhb/9780199734610.013.0014
47. Keeman A, Näswall K, Malinen S, et al. Employee wellbeing: Evaluating a wellbeing intervention in two settings. Frontiers in Psychology 2017; 8. doi: 10.3389/fpsyg.2017.00505
48. Sim MR. The COVID-19 pandemic: Major risks to healthcare and other workers on the front line. Occupational and Environmental Medicine 2020; 77(5): 281–282. doi: 10.1136/oemed-2020-106567
49. Braverman B. The coronavirus is taking a huge toll on workers’ mental health across America. Available online: https://www.cnbc.com/2020/04/06/coronavirus-istaking-a-toll-on-workers-mental-health-across-america.html (accessed on 25 January 2024).
50. Staglin G. When home becomes the workplace: Mental health and remote work. Available online: https://www.forbes.com/sites/onemind/2020/03/17/whenhome-becomes-the-workplace-mental-health-and-remote-work/#73acf4761760 (accessed on 2 June 2020).
51. Lawson KJ, Noblet AJ, Rodwell JJ. Promoting employee wellbeing: The relevance of work characteristics and organizational justice. Health Promotion International 2009; 24(3): 223–233. doi: 10.1093/heapro/dap025
52. Lippert JF, Furnari MB, Kriebel CW. The impact of the COVID-19 pandemic on occupational stress in restaurant work: A qualitative study. International Journal of Environmental Research and Public Health 2021; 18(19): 10378. doi: 10.3390/ijerph181910378
53. Rosemberg MAS, Adams M, Polick C, et al. COVID-19 and mental health of food retail, food service, and hospitality workers. Journal of Occupational and Environmental Hygiene 2021; 18(4–5): 169–179. doi: 10.1080/15459624.2021.1901905
54. Yu J, Park J, Hyun SS. Impacts of the COVID-19 pandemic on employees’ work stress, well-being, mental health, organizational citizenship behavior, and employee-customer identification. Journal of Hospitality Marketing & Management 2021; 30(5): 529–548. doi: 10.1080/19368623.2021.1867283
55. Wong AKF, Kim S, Kim J, et al. How the COVID-19 pandemic affected hotel Employee stress: Employee perceptions of occupational stressors and their consequences. International Journal of Hospitality Management 2021; 93: 102798. doi: 10.1016/j.ijhm.2020.102798
56. Maslakçı A, Sürücü L, Sesen H. Moderator role of subjective well-being in the impact of COVID-19 fear on hotel employees’ intention to leave. Journal of Human Resources in Hospitality & Tourism 2022; 21(1): 57–81. doi: 10.1080/15332845.2022.2015232
57. Nisar QA, Haider S, Ali F, et al. Depletion of psychological, financial, and social resources in the hospitality sector during the pandemic. International Journal of Hospitality Management 2021; 93: 102794. doi: 10.1016/j.ijhm.2020.102794
58. Danna K, Griffin RW. Health and well-being in the workplace: A review and synthesis of the literature. Journal of Management 1999; 25(3): 357–384. doi: 10.1177/014920639902500305
59. Hayman J. Flexible work schedules and employee well-being. New Zealand Journal of Employment Relations 2010; 35(2): 76–87.doi: 10.3316/informit.824547225266226
60. Grant AM, Christianson MK, Price RH. Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs. Academy of Management Perspectives 2007; 21(3): 51–63. doi: 10.5465/amp.2007.26421238
61. Ponting SSA. Organizational identity change: Impacts on hotel leadership and employee wellbeing. The Service Industries Journal 2019; 40(1–2): 6–26. doi: 10.1080/02642069.2019.1579799
62. Colombo MG, Piva E, Quas A, et al. How high-tech entrepreneurial ventures cope with the global crisis: Changes in product innovation and internationalization strategies. Industry and Innovation 2016; 23(7): 647–671. doi: 10.1080/13662716.2016.1196438
63. Strout KA, Howard EP. The Six dimensions of wellness and cognition in aging adults. Journal of Holistic Nursing 2012; 30(3): 195–204. doi: 10.1177/0898010112440883
64. Centers for Disease Control and Prevention. Well-being concepts. Available online: https://archive.cdc.gov/#/details?q=Well-Being%20Concepts&start=0&rows=10&url=https://www.cdc.gov/hrqol/wellbeing.htm (accessed on 25 January 2024).
65. World Health Organization. Promoting Mental Health: Concepts, Emerging Evidence, Practice. World Health Organization; 2005.
66. Fisher CD. Conceptualizing and measuring wellbeing at work. In: Wellbeing. John Wiley & Sons; 2014. pp. 1–25. doi: 10.1002/9781118539415.wbwell018
67. Brüggen EC, Hogreve J, Holmlund M, et al. Financial well-being: A conceptualization and research agenda. Journal of Business Research 2017; 79: 228–237. doi: 10.1016/j.jbusres.2017.03.013
68. Netemeyer RG, Warmath D, Fernandes D, et al. How am I doing? Perceived financial well-being, its potential antecedents, and its relation to overall well-being. Journal of Consumer Research 2017; 45(1): 68–89. doi: 10.1093/jcr/ucx109
69. Tuzovic S, Kabadayi S. The influence of social distancing on employee well-being: A conceptual framework and research agenda. Journal of Service Management 2021; 32(2): 145–160. doi: 10.1108/JOSM-05-2020-0140
70. Harvey LA, Katalinic OM, Herbert RD, et al. Stretch for the treatment and prevention of contracture: an abridged republication of a Cochrane Systematic Review. Journal of Physiotherapy 2017; 63(2): 67–75. doi: 10.1016/j.jphys.2017.02.014
71. Hackman JR. Work redesign and motivation. Professional Psychology 1980; 11(3): 445–455. doi: 10.1037/0735-7028.11.3.445
72. Schaufeli WB, Bakker AB, Van Rhenen W. How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism. Journal of Organizational Behavior 2009; 30(7): 893–917. doi: 10.1002/job.595
73. Chermack TJ, Passmore DL. Using journals and databases in research. In: Research in Organizations: Foundations and Methods of Inquiry. Berrett-Koehler Publishers; 2005. pp. 401–418.
74. Torraco RJ. Writing integrative literature reviews: Guidelines and examples. Human Resource Development Review 2005; 4(3): 356–367. doi: 10.1177/1534484305278283
75. Zabin J. Artificial intelligence: Working hand in hand with hotel staff. Available online: https://hoteltechnologynews.com/2019/07/artificial-intelligence-working-hand-in-hand-with-hotel-staff/ (accessed on 25 January 2024).
76. Yu CE. Humanlike robots as employees in the hotel industry: Thematic content analysis of online reviews. Journal of Hospitality Marketing & Management 2019; 29(1): 22–38. doi: 10.1080/19368623.2019.1592733
77. Lu L, Cai R, Gursoy D. Developing and validating a service robot integration willingness scale. International Journal of Hospitality Management 2019; 80: 36–51. doi: 10.1016/j.ijhm.2019.01.005
78. Tussyadiah I. A review of research into automation in tourism: Launching the annals of tourism research curated collection on artificial intelligence and robotics in tourism. Annals of Tourism Research 2020; 81: 102883. doi: 10.1016/j.annals.2020.102883
79. Kuo CM, Chen LC, Tseng CY. Investigating an innovative service with hospitality robots. International Journal of Contemporary Hospitality Management 2017; 29(5): 1305–1321. doi: 10.1108/ijchm-08-2015-0414
80. Chien GCL, Law R. The impact of the severe acute respiratory syndrome on hotels: A case study of Hong Kong. International Journal of Hospitality Management 2003; 22(3): 327–332. doi: 10.1016/s0278-4319(03)00041-0
81. Lo A, Cheung C, Law R. The survival of hotels during disaster: A case study of Hong Kong in 2003. Asia Pacific Journal of Tourism Research 2006; 11(1): 65–80. doi: 10.1080/10941660500500733
82. Choi J. Is cleanliness really a reason for consumers to revisit a hotel? Journal of Environmental Health 2019; 82(5): 16–22.
83. Hall CM, Scott D, Gössling S. Pandemics, transformations and tourism: Be careful what you wish for. Tourism Geographies 2020; 22(3): 577–598. doi: 10.1080/14616688.2020.1759131
84. GarciaI.Hilton, Hyatt, and Marriott will introduce new cleaning protocols. Available online: https://www.housebeautiful.com/lifestyle/a32367701/hilton-hyatt-and-marriott-newcleaning-protocols-coronavirus (accessed on 4 May 2020).
85. Drexler N, Beckman Lapré V. For better or for worse: Shaping the hospitality industry through robotics and artificial intelligence. Research in Hospitality Management 2019; 9(2): 117–120. doi: 10.1080/22243534.2019.1689701
86. Wen J, Kozak M, Yang S, et al. COVID-19: Potential effects on Chinese citizens’ lifestyle and travel. Tourism Review 2020; 76(1): 74–87. doi: 10.1108/tr-03-2020-0110
87. Oh H, Assaf AG, Baloglu S. Motivations and goals of slow tourism. Journal of Travel Research 2014; 55(2): 205–219. doi: 10.1177/0047287514546228
88. Xu S, Mingzhu L, Bu N, et al. Regulatory frameworks for ecotourism: An application of total relationship flow management theorems. Tourism Management 2017; 61: 321–330. doi: 10.1016/j.tourman.2017.02.012
89. Han H. The healthcare hotel: Distinctive attributes for international medical travelers. Tourism Management 2013; 36: 257–268. doi: 10.1016/j.tourman.2012.11.016
90. Han H, Kim Y, Kim C, et al. Medical hotels in the growing healthcare business industry: Impact of international travelers’ perceived outcomes. Journal of Business Research 2015; 68(9): 1869–1877. doi: 10.1016/j.jbusres.2015.01.015
91. Han H, Hwang J. Multi-dimensions of the perceived benefits in a medical hotel and their roles in international travelers’ decision-making process. International Journal of Hospitality Management 2013; 35: 100–108. doi: 10.1016/j.ijhm.2013.05.011
92. Goldberg J. The impact of COVID-19 on US brands and retailers. Available online: https://www.forbes.com/sites/jasongoldberg/2020/03/29/the-impact-of-covid-19-on-us-brands-and-retailers/?sh=7771edee1452 (accessed on 25 January 2024).
93. Kilgore T. Wyndham Hotels to cut jobs, lower salaries and reduce hours as part of cost cutting measures. Available online: https://www.marketwatch.com/story/wyndham-hotels-to-cut-jobs-lower-salaries-and-reduce-hours-as-part-of-cost-cutting-measures-2020-03-30 (accesses on 25 January 2024).
94. Chaturvedi A. COVID-19: Hotels across the board undertake pay cuts, give unpaid leave options to staff. The Economic Times, 9April 2020.
95. Gowan MA. Employability, well-being and job satisfaction following a job loss. Journal of Managerial Psychology 2012; 27(8): 780–798. doi: 10.1108/02683941211280157
96. Brougham D, Haar J. Smart technology, artificial intelligence, robotics, and algorithms (STARA): Employees’ perceptions of our future workplace. Journal of Management & Organization 2017; 24(2): 239–257. doi: 10.1017/jmo.2016.55
97. McClure PK. “You’re fired,” says the robot. Social Science Computer Review2017; 36(2): 139–156. doi: 10.1177/0894439317698637
98. Dore F, Ehrlich O, Malfara D, Ungerman K. Connecting with customers in times of crisis. Available online: https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/connecting-with-customers-in-times-of-crisis?trk=article-ssr-frontend-pulse_little-text-block (accessed on 31 January 2024).
99. The Myer-Briggs Company. Well-being in the Workplace. The Myers-Briggs Company; 2019.
100. Guidetti G, Converso D, Loera B, et al. Concerns about change and employee wellbeing: The moderating role of social support. Journal of Workplace Learning 2018; 30(3): 216–228. doi: 10.1108/jwl-09-2017-0083
101. Pfeffer J. The overlooked essentials of employee well-being. Available online: https://jeffreypfeffer.com/wp-content/uploads/2019/11/McKinsey-EmployeeHealth.pdf (accessed on 25 January 2024).
102. Freeborne N. Social support improves health during social distancing. Available online: https://www.psychologytoday.com/us/blog/the-power-community/202004/social-support-improves-health-during-social-distancing (accessed on 25January 2024).
103. Abel T, McQueen D. The COVID-19 pandemic calls for spatial distancing and social closeness: Not for social distancing! International Journal of Public Health 2020; 65(3): 231–231. doi: 10.1007/s00038-020-01366-7
104. Wynn C. Coronavirus and you: How your personality affects how you cope and what you can do about it. Available online: https://theconversation.com/coronavirus-and-you-how-your-personality-affects-how-you-cope-and-what-you-can-do-about-it-134037 (accessed on 25 January 2024).
105. Dumitru VM, Cozman D. The relationship between stress and personality factors. Human and Veterinary Medicine 2012; 4(1): 34–39.
106. Bitner MJ, Brown SW, Meuter ML. Technology infusion in service encounters. Journal of the Academy of Marketing Science 2000; 28(1): 138–149. doi: 10.1177/0092070300281013
Refbacks
- There are currently no refbacks.
