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Abstract
This study investigates how spaces and places with no human interaction convey a sense of hospitality – a phenomenon we term space-to-face (S2F) hospitality. By problematizing the traditional conceptualizations of hospitality that emphasize the role of human interaction, this study aims to highlight the spatial aspects of hospitality. Physical environment has commonly been investigated only as one dimension of hospitality. However, spaces and places where there is nothing but the physical environment to convey a sense of hospitality are becoming increasingly common. For instance, railway or bus stations with ticket machines have no human interaction but a space and a place to convey a sense of being welcome or unwelcome. Using a participant-generated photography, this study was built on empirical data from 46 participants, who provided 234 photos and associated descriptions of perceived hospitality in spaces and places. As a result, we found six dimensions under macro and micro layers that capture S2F hospitality: domesticity, cleanliness, safety and security, restrictedness, intactness, and functionality. As a contribution, this study broadens the views on hospitality, and explores the concept of S2F hospitality that is relevant to for all types of spaces and places.

Purpose
The purpose of this paper is to identify and characterise executives' inside-out (firm-oriented) and outside-in (market-oriented) mental models. As these two orientations are vital for strategic decision-making, yet potentially contradictory, it is important to understand the role of inside-out and outside-in thinking in executives' agendas.


Design/methodology/approach
Qualitative, semi-structured interviews of 15 senior executives were used to capture insights into executives' mental models. Data analysis was conducted following the principles of abstraction, theory emerging from data and constant comparison.


Findings
Four archetypes of executive mental models are identified and characterised along two dimensions (inside-out or outside-in orientation and focus on rational or emotional aspects).


Practical implications
The study introduces a tentative framework for practitioners to identify and deploy the potential of the mental models that guide executive decision-making.


Originality/value
The study extends prior research on mental models by combining this approach with inside-out and outside-in orientations and customer value propositions. In addition, it introduces four archetypes that illustrate the distinct potential of different mental models.

PurposeThe purpose of this study is to address two issues relevant to those managing product returns: (1) how customers perceive the returning process and assessing the extent that these perceptions have on satisfaction with the organization, loyalty and word-of-mouth (WOM) and (2) are these outcomes moderated by whether customer returns were planned or unplanned?Design/methodology/approachThe data consisted of 21 semi-structured interviews (pilot study) and a quantitative survey (n = 384; main study) targeted at consumers who had bought fashion items online.FindingsQualitative insights revealed that perceptions of the returning experience are driven by monetary costs, convenience, stress and guilt. Quantitative findings showed that the returning experience explains return satisfaction for both planned and unplanned returners, and returning satisfaction explains overall satisfaction and WOM. The noteworthy difference concerns loyalty: although customers that planned to return items are more loyal to the organization, it is the unplanned returners whose loyalty can be significantly increased by better managing the returning process.Practical implicationsReturning products online is increasingly common and thus forms an important part of the customer's overall experience with an organization. Returns management can therefore drive key customer outcomes. Understanding the dynamics between the product return experience, return satisfaction and customer outcomes will help practitioners design and implement more informed returns management strategies. Measures are also presented that assess the cognitive and emotional aspects associated with returning products.Social implicationsReturning products is an increasingly important challenge for online retailers. Understanding what kinds of returning behaviors occur allows companies to design and execute better informed decisions to manage this phenomenon, not only for the sake of firm performance but also for societal and environmental benefits – the triple bottom line.Originality/valueWhile scholars have investigated the relationship between return policies (e.g. free vs fee) and profitability, no prior literature has examined the returning experience: how consumers perceive the returning process; motivations for their returns (whether returns were planned or not) and subsequent customer outcomes.

Purpose
– The purpose of the article is to identify and analyze the challenges of business-to-business (B2B) research relevance from the point of view of top executives.


Design/methodology/approach
– Ten in-depth interviews with top executives from different B2B industries were conducted and analyzed by using Arndt's (1985) elements of a healthy discipline, i.e. knowledge, problems and instruments.


Findings
– The findings reveal 12 challenges that characterize contemporary B2B research relevance from a top executive perspective.


Research limitations/implications
– The research offers genuine top executive insight. More research from different perspectives is needed to broaden the understanding of B2B research relevance.


Originality/value
– Reflecting B2B research with the identified challenges can contribute to better research designs, narrowing the gap between B2B scholars and practitioners. Altogether, it contributes to the health of the B2B discipline. The study also introduces a new approach to analyzing research relevance by using the elements of scientific balance.