Adding sodium information to casual dining restaurant menus: Beneficial or detrimental for consumers?

Appetite ◽  
2018 ◽  
Vol 125 ◽  
pp. 474-485 ◽  
Author(s):  
Karen Byrd ◽  
Barbara Almanza ◽  
Richard F. Ghiselli ◽  
Carl Behnke ◽  
Heather A. Eicher-Miller
Keyword(s):  
Casual Dining ◽  
Casual Dining Restaurant

Multi‐unit management key success factors in the casual dining restaurant industry

2007 ◽  
Vol 19 (7) ◽  
pp. 524-536 ◽  
Author(s):  
Robin B. DiPietro ◽  
Kevin S. Murphy ◽  
Manuel Rivera ◽  
Christopher C. Muller
Keyword(s):  
Success Factors ◽  
Restaurant Industry ◽  
Key Success Factors ◽  
Unit Management ◽  
Casual Dining ◽  
Casual Dining Restaurant

Effectiveness of social media marketing on enhancing performance: Evidence from a casual-dining restaurant setting

2019 ◽  
pp. 135481661986780 ◽  
Author(s):  
Jun (Justin) Li ◽  
Woo Gon Kim ◽  
Hyung Min Choi
Keyword(s):  
Social Media ◽  
Social Networking Sites ◽  
Restaurant Industry ◽  
Social Media Marketing ◽  
Brand Awareness ◽  
Marketing Communication ◽  
Casual Dining ◽  
Social Media Engagement ◽  
Casual Dining Restaurant ◽  
Marketing Budget

Social media sites serve as lead generators for achieving marketing communication and raising brand awareness for casual-dining restaurant firms. This study attempts to measure social media engagement across different social networking sites (SNSs) and promotional activities for the casual-dining restaurant industry. This study also explores the influence of the dimensionality of social media engagement on the performance of casual-dining restaurants. The findings show that the metrics of social media engagement are different across channels and promotional activities. The results also reveal that these metrics have significant positive impacts on casual-dining restaurant performance. Pragmatically, the findings provide an assessment that enables casual-dining restaurant marketers to select the most effective SNSs and implement the most appropriate promotional activities, given the limited marketing budget of small and medium-sized casual-dining restaurants.

Social evaluations of restaurant managers

2018 ◽  
Vol 30 (3) ◽  
pp. 1827-1844 ◽  
Author(s):  
Diego Bufquin ◽  
Robin DiPietro ◽  
Marissa Orlowski ◽  
Charles Partlow
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Behavior ◽  
Turnover Intentions ◽  
Management Training ◽  
Social Characteristics ◽  
Content Type ◽  
Casual Dining ◽  
Restaurant Managers ◽  
Casual Dining Restaurant

Purpose This paper aims to examine the effects of restaurant managers’ warmth and competence on employees’ turnover intentions mediated by job satisfaction and organizational commitment. The study aims to enhance existing literature related to the influence of social perceptions that casual dining restaurant employees may adopt regarding their restaurant managers. Design/methodology/approach The data came from 781 employees of a large US-based casual dining restaurant franchise group that owned 43 restaurants. Exploratory and confirmatory factor analyses were performed, followed by multilevel path and post hoc mediation analyses, to assess the effects of the proposed model. Findings Results demonstrated that managers’ warmth and competence represented a single factor, instead of two distinct constructs, thus contradicting several sociopsychological studies. Moreover, managers’ warmth and competence had an indirect influence on employees’ turnover intentions through both job satisfaction and organizational commitment. Practical implications Knowing that employees develop improved job attitudes and lower turnover intentions when they evaluate their managers as warm and competent individuals, restaurant operators should focus on both of these social characteristics when designing interviewing processes, management training, and performance appraisal programs. Originality/value By studying a casual dining restaurant franchise group that operates a single brand, thus minimizing variation in policies and procedures, this paper fulfills an identified need to examine two fundamental social dimensions that people often use in professional settings, and which have not been vastly studied in organizational behavior or hospitality literature.

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