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This study examines the importance of foodservice managers’ and organizational members’ involvement in the implementation of strategy. The study assesses the direct and moderating effects of managers’ perception of environmental complexity and firm size on level of involvement during strategy implementation. Findings indicate that firms operating in an environment of greater complexity bring more organizational members into the implementation process. Firm size interacted with complexity to drive higher involvement levels for small and large firms. Furthermore, foodservice firms that utilized implementation processes that involved more organizational members across the hierarchy achieved greater success in strategy implementation. Level of involvement was shown to mediate the relationship between external complexity and implementation success.

Data were collected on consumers'responses to travel advertising, their travel patterns and travel agent usage, and their perceived importance of physical needs and information expectations for travel agents. Consumers' ability to discriminate between travel agencies also was examined. Consumers did not respond to travel ads differentially for common and uncommon destinations, and there were few differences between clientele travel patterns except for business trips. Information expectations of consumers were rated as more important than physical needs with respect to travel agent facilities. Some evidence suggests that consumers can and do distinguish among travel agents.