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This paper aims to investigate the moderating role of aesthetic experience in the effect of authenticity on satisfaction in cultural heritage sites. At the same time, this study guides the perception of authenticity in cultural heritage sites.

Using structural equation modelling for quantitative data analysis, empirical data were collected from tourists in a cultural heritage site.

As a result of the findings, it was determined that the objective and constructive authenticity of the tourists did not affect satisfaction, while the existential authenticity affected satisfaction. The moderating role of aesthetic experience between existential authenticity and overall satisfaction has been determined.

The study suggests that aesthetic experience can be used by destination managers in tourists' perceptions of existential authenticity.

This study is the first to use aesthetic experience in tourists' perception of authenticity in cultural heritage sites. The findings show the importance of aesthetic experience in existential authenticity.

The purpose of this paper is to provide guidance regarding the satisfaction of customer needs in the competitive restaurant industry. Restaurants have seen a transformation in employees’ labor, changing from primarily physical and mental to emotional and aesthetic dimensions. In this study, the effect of managers’ emotional and social competence (ESC) on the aesthetic labor of service and kitchen employees has been investigated.

Empirical data was collected from employees and managers of a restaurant chain. Structural equation modeling was the main analytical tool used to assess the results.

The findings indicated that managers’ ESC affected the aesthetic labor of their service (aesthetic traits (AT), aesthetic requirements and service encounters) and kitchen (AT, aesthetic creativity and aesthetic harmony ) employees. Achievement orientation and adaptability were among the dimensions of emotional competence that contributed the most to aesthetic labor. The most significant elements of social competence were inspiring leadership and conflict management.

The study suggests that managers can improve the aesthetic performance of their employees by using their ESC.

This is the first study of this kind to include kitchen employees while considering the effects of restaurant managers’ ESC on aesthetic labor. The findings indicate the importance of the ESC of managers in improving the aesthetic labor of employees.

Although prior researchers have consistently established a significant relationship between different strategic stances and organizational performances across different research contexts, the mechanisms underlying this link remain unclear. This study attempts to fill this gap in the literature by testing the mediating effect of the use of strategic performance measurement systems (SPMS) on the relationship between strategic stances (prospector, defender, and reactor) and organizational performance in the public sector.

This research is based on data collected by surveying 224 managers at public organizations in the Turkish Republic of Northern Cyprus (TRNC) and conducts an analysis using structural equation modeling (SEM).

The study findings show that prospector strategy is positively associated with organizational performance through the use of SPMS. The reactor strategy was negatively related to organizational performance through the use of SPMS. The defender strategy shows mixed results in terms of its effect on the use of SPMS and organizational performance.

The results obtained here provide strong evidence of the vitality of the use of SPMS for efficiency and effectiveness as a mediator between prospector strategy and organizational performance. To extend this position, future researchers could incorporate other contingent variables, such as structural autonomy, or use experimental design methods during economic austerity in the aftermath of the coronavirus disease 2019 (COVID-19) global pandemic.

This study represents an attempt to address public administration literature' general calls for grounded research that spells out to practitioners how different strategic stances are likely to affect the use of SPMS to achieve organizational performance levels in the public sector. The present study extends the public administration literature by examining the unexplored linkage of the use of SPMS through which strategic stances influence organizational performance in major public sector organizations.