Online-to-offline (O2O) commerce is a new e-business model that is popular among consumers and profitable for e-vendors. However, limited studies have been conducted to understand consumer behavior in this context. Based on commitment-trust theory and trust transfer theory, we conducted an exploratory study to explore consumers' repurchase intention and sharing intention in the O2O commerce context from the relational viewpoint. Two studies were conducted using a web-based survey and Partial Least Squares were used to analyze the data. In Study 1, the results indicated that various targets of trust and commitment have significant effects on repurchase intention and sharing intention. Trust can be transferred both inter-channel and intrachannel in O2O commerce. Moreover, the effect of trust in O2O platforms on commitment is mediated by trust in user community and trust in merchants. To demonstrate the generalizability and external robustness of the results, we replicated the research model in Study 2 using data from a more representative sample. The replicated study produced similar results. This research provides an initial understanding of consumer behavior in the O2O commerce context and contributes to trust transfer theory and commitment-trust theory. Further, this research benefits companies undertaking O2O business by enabling them to better understand how to improve consumer repurchasing intention and sharing intention to succeed in the e-business industry.

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To stand out in the hot spring tourism industry, customer satisfaction has become the crucial issue for competitiveness. A company cannot implement several customer satisfaction improvement practices altogether with limited resources. Researchers advocate that companies should evaluate the relationships among success factors and explore determinants for their improvement implementation. However, such a relationship evaluation has not yet been adequately performed. This paper intends to explore the determinants for improving hot spring customer satisfaction. Adopting grounded theory (GT) and using data collected from websites, Ctrip and Qunar, the first 12 key factors for customer satisfaction were identified. Then, their interrelationships were assessed by 15 experts, and interpretive structural modeling (ISM) was employed to analyze the interrelationships and the driving and dependence power among key factors. The results show that "Environment Quality", "Special Resource", "Convenience", "Food", Service Quality", and "Facilities" were the decisive factors affecting customer satisfaction. The findings offer important implications for hot spring management and practice. The contribution of this study is using a novel approach to establish a hierarchical structural model for comprehensive understanding of factor relationships that influence hot spring tourists' satisfaction and to explore decisive factors which can help hot spring practitioners to better plan and design effective improvement strategies to attract potential new consumers and retain their current consumers, especially with limited resources.2 of 20 management, and the rating of "hot springs towns" [4]. However, the market of hot spring resorts is gradually becoming more saturated with more intense competition. Consequently, it becomes difficult for the management to distinguish their operations from other market participants in order to increase or maintain their market share if they do not strategically change or improve.Applicable to both tourism and leisure activities, hot spring resources are not only viewed as a large steaming pool and a "health spa"; instead, they have become cultural carriers for fitness, relaxation, and leisure tourism [5]. Compared with those of sightseeing tours, consumers of hot spring tourism demand higher satisfaction. Delivering superior customer value and satisfaction is crucial to a destination's competitive edge [6]. In the largest contemporary service industry, one of the greatest challenges encountered by management is to deliver and maintain customer satisfaction [7,8]. Contemporary tourists want to have a unique experience and are no longer interested in purchasing a standardized product/service; therefore, to meet the new demands, tourist destinations must assign top priority to achieving tourist satisfaction [9]. On the other hand, with the development of the Internet and social networks, it is easier to transfer customers, and it is more difficult to maintain customer loyalty. Keeping high customer satisfacti...

Construction project management usually has a high risk of safety-related accidents. An opportunity to proactively improve safety performance is with near-miss information, which is regarded as free lessons for safety management. The research status and practice; however, presents a lack of comprehensive understanding on what near-miss information means within the context of construction safety management. The objective of this study is to fill in this gap. The main findings enrich the comprehensive understanding of the near-miss definition, the near-miss causation model, and the process of near-miss management. Considering that near-misses are more tacit and obscure than accidents, the process for near-miss management involves eight stages: discovery, reporting, identification, prioritization, causal analysis, solution, dissemination, and evaluation. The first three stages aim to make near-misses explicit. The other five are adopted to better manage near-miss information, compiled in a well-designed near-miss database (NMDB). Finally, a case study was conducted to show how near-miss information can be utilized to assist in construction safety management. The main potential contributions here are twofold. Firstly, corresponding findings provide a knowledge framework of near-miss information for construction safety researchers who can go on to further study near-miss management. Secondly, the proposed framework contributes to the guidance and encouragement of near-miss practices on construction sites.

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