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Frontmatter -- Contents -- Figures -- Tables -- Acknowledgements -- Foreword -- 1. Better to Laugh Than Cry -- 2. It Will Be a Laugh -- 3. Joking Our Way Through the Day -- 4. That's a Funny Story -- 5. Not Funny -- 6. In it for a Laugh -- References -- Author Index -- Subject Index

We develop and test a more comprehensive theory of the sources and effects of workplace favoritism by drawing on a large, agency-wide sample of U.S. Federal Aviation Administration employees. We report how members of various underrepresented groups differ in their perceptions of a variety of sources of favoritism. We find that their perceptions of friendship favoritism are an important source of perception of workplace favoritism for all employees. We show that perceptions of favoritism are negatively associated with employee trust in their organizations and coworkers, commitment to their organizations, willingness to speak up, and pay satisfaction, with friendship favoritism significantly dominating over most other sources. Further, we find that team leaders, supervisors, managers, and executives, with their greater knowledge of organizational processes, report less favoritism. This and previous research provide practical guidance on how greater transparency may reduce employee perceptions of favoritism in the federal workforce while avoiding discredited formalistic constraints.

Using an inductive theory-development study, a field experiment, and a longitudinal field test, we examine early-stage entrepreneurial investment decision making under conditions of extreme uncertainty. Building on existing literature on decision making and risk in organizations, intuition, and theories of entrepreneurial financing, we test the effectiveness of angel investors' criteria for making investment decisions. We found that angel investors' decisions have several characteristics that have not been adequately captured in existing theory: angel investors have clear objectives—risking small stakes to find extraordinarily profitable investments, fully expecting to lose their entire investment in most cases—and they rely on a combination of expertise-based intuition and formal analysis in which intuition trumps analysis, contrary to reports in other investment contexts. We also found that their reported emphasis on assessments of the entrepreneur accurately predicts extraordinarily profitable venture success four years later. We develop this theory by examining situations in which uncertainty is so extreme that it qualifies as unknowable, using the term "gut feel" to describe their dynamic emotion-cognitions in which they blend analysis and intuition in ways that do not impair intuitive processes and that effectively predict extraordinarily profitable investments.

Citizen advisory boards are important to non-profit and governmental organiza tions, yet these boards face fundamental problems of ambiguous responsibilities and limited board member commitment. In the present paper a model of these proposi tions is developed and tested. Board performance is operationalized as productivity and board impact, and is expected to be dependent on the development of opera tional objectives and a subcommittee structure, which in turn is facilitated by the financial support of management, and impeded by a large board membership. The model is tested using path analysis on a national sample of federally-mandated Community Advisory Boards to public television stations. We find that the estab lishment of operational objectives and subcommittees is significantly associated with productivity but only weakly with the impact of the advisory board. Board size is unassociated with board performance. The findings support the assertion that successful boards must clarify their roles and develop efficient operating structures, but suggest that the advisory board-management relationship is complex.

An attempt is made to collate and develop psychological research into visitor evaluation. The current state of visitor evaluation research is considered by outlining the literature on four topics; specifically, museums, natural environments, tourist sites, and tourist facilities. An assessment of the problems of much visitor evaluation work is included in this material. In a subsequent section the role of psychology-social psychology in particular—in contributing to improved studies in this area is outlined. A discussion is included of the psychologist's role in stimulating better data collection, more varied analysis, and a tighter hypothesis testing approach to visitor surveys. In particular, it is argued that this area of inquiry holds far more promise for interesting psychological research than might be supposed by an inspection of current market survey practices in the field.

The movement of Asian citizens across continents now occurs on an unprecedented scale. What are the interests of Asian tourists and what are the impacts on host communities? This book addresses questions about Asian tourist contact with unfamiliar countries and cultures and the implications for the marketing, planning and policy of tourist markets

The movement of Asian citizens across continents now occurs on an unprecedented scale, with a surge in Asian tourists now visiting Europe, North America, Africa and Oceania. Tourists from China, Taiwan, India, Thailand, Malaysia, and to a lesser extent Korea and Japan are meeting the citizens of cultures they had previously only been able to read about or view from afar. This book seeks to understand the experiences of, and reactions to, Asian tourists travelling out of Asia.Questions about Asian tourist contact with unfamiliar countries and cultures will be addressed. What are the interests of Asian tourists and what drives these interests? What impacts are they having on host communities, both in terms of the provision and co-creation of desired experiences and in the human dimensions of social contact? The volume addresses fresh implications for marketing, planning and policy which these tourist markets pose for good governance. This book confronts the limitations of our understanding of how to manage the tourist experience when that understanding has been built almost entirely on the behaviours and travels of western tourists.