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This research explores differences in consumer behavior across generational cohorts, particularly focusing on customer loyalty. With Millennials becoming the largest generational cohort, it is crucial to understand loyalty variations, given that many loyalty programs were established during the Baby Boomer era. This study investigates two vital aspects for hotel companies aiming to enhance guest loyalty: antecedents to loyalty and loyalty program design.

In part 1, a loyalty model was tested using corporate social responsibility (CSR), personalization, brand identity, and trust as antecedents for customer loyalty in full-service hotels. The study developed models for the overall sample and each generational cohort. Part 2 explored generational preferences regarding commonly offered hotel loyalty program benefits.

The study revealed no significant differences across generational cohorts in the loyalty model. Antecedents had similar effects on loyalty creation across all three cohorts. In part 2, the four most desired benefits for all generations were upgrades, customized service, late check-out, and empathetic employees.

This research supports Millennials' loyalty to hotels and highlights the importance of benefits that offer immediate advantages during a stay, such as upgrades, late check-out, empathetic employees, and personalization. These findings emphasize the need for loyalty program designs that provide faster rewards and personalization options.

This study pioneers the examination of hotel customer loyalty models across three generations and evaluates loyalty benefits across these cohorts. The results hold significance for researchers and practitioners in the field.

The purpose of this study is to add new insights into the discussion of how a city’s destination marketing organization (DMO) can apply operand resources to act upon its operant resources to create, market and manage a unique brand over time.

This study uses an abductive approach to advance understanding of how to execute a branding strategy that evolves over time while strategically curating its unique and valued resources. This understanding is based on an in-depth review of Louisville’s branding journey, including written documents and interviews with people involved in building the branding strategy.

This paper presents a model to help destinations focus on how to create, market and manage the delivery of a branded ecosystem that capitalizes on its resources. This study adds new insights into how DMOs can curate a destination’s resources into an ecosystem that delivers its brand promise over time.

This study introduces the idea of ecotopes to expand an understanding of tourism ecosystems, presents the concept of a customer journey to depict a destination’s branding strategy, incorporates Barney's resource based theory (Barney and Clark, 2007) into the process of creating a destination’s brand and applies Barnard’s (1938) classic acceptance theory of authority to explain how DMOs can execute a destination’s branding strategy.

The purpose of this study is to add new insights into the discussion of how a city’s destination marketing organization (DMO) can apply operant resources to act upon its operant resources to create, market and manage a unique brand over time.

The study uses an abductive approach to advance understanding of how to execute a branding strategy that evolves over time while strategically curating its unique and valued resources. This understanding is based on an in-depth review of Louisville’s branding journey, including written documents and interviews with people involved in building the branding strategy.

This paper presents a model to help destinations focus on how to create, market and manage the delivery of a branded ecosystem that capitalizes on its resources. The study adds new insights into how DMOs can curate a destination’s resources into an ecosystem that delivers its brand promise over time.

The study introduces the idea of ecotopes to expand an understanding of tourism ecosystems, it presents the concept of a customer journey to depict a destination’s branding strategy, incorporates Barney’s Resource Based Theory (Barney & Clark, 2007) into the process of creating a destination’s brand and applies Barnard’s (1938) classic Acceptance Theory of Authority to explain how DMOs can execute a destination’s branding strategy.

The purpose of this study is to reflect on Bowen and Chen’s study and provide insight for researchers to help them build loyalty models that will fit the consumer behavior of Millennials and managers as they build customer loyalty with Millennials. In 2001, Bowen and Chen developed and implemented a research framework for hotel managers to identify attributes that will increase customer loyalty. Since 2001, a major shift has taken place: demographically, as Baby Boomers retire and pass on, Millennials will become the dominant generational segment.

The authors use a review of literature to accomplish its purpose.

The authors argue that the loyalty models developed for Boomers will not be a good fit for Millennials. Three propositions are presented in the paper to help researchers develop models that will explain the customer loyalty of Millennials.

Implications are presented for researchers wishing to investigate the antecedents and consequences of loyalty for Millennials.

The transition from Boomers to Millennials creates a number of opportunities and challenges for managers, which are discussed in the paper.

There has been a dearth of empirical research on customer loyalty models developed for Millennials. This paper is a commentary on past models developed for Boomers and the transition needed to develop models for Millennials. It is hoped this dialogue will spawn research that develops loyalty models for Millennials.

The research purpose is to conceptualize competitive productivity (CP) in the peer-to-peer (P2P) accommodation businesses. This study aims to conceptualize the four driving forces of P2P hosts’ CP and to empirically capture guest-based equity that supports such conceptual hosts’ CP model.

The goal of this paper is to apply Bauman’s Firm competitive productivity (FCP) model to the P2P accommodation business to conceptualize the CP of micro-entrepreneurial hosts. Four areas of the FCP model were reviewed to find how each of them contributes to the P2P hosts’ CP maximization.

Host talent, host resource management, value and host branding were conceptualized as key drivers of P2P hosts’ CP. The study also filled a gap in current literature by empirically analyzing online reviews to successfully capture key guest-based equity as satisfiers contributing to host talent, resource and branding.

Based on the hosts’ CP model, customer-generated resources play a significant role in the managerial implications, so that guest reviews with needs and wants and ratings can be empirically used to strengthen hosts’ CP under specific market circumstances.

This study is the first attempt to conceptualize a P2P host as a micro-entrepreneurial firm in the sharing economy platform for CP. This study looked at how the unique characteristics of the P2P accommodation industry and guest-based equity affect the P2P hosts’ CP.

As scholarly research in online purchasing increases in size and scope, understanding the manner in which consumers engage during online purchasing in hotels is critical. The purpose of this study is to provide an analysis of the current online purchasing research pertaining to the hotel industry.

A content analysis was conducted of 85 peer-reviewed articles published between 2006 and 2016 in hospitality and tourism journals to uncover the most critical aspects of online purchasing in hotels. Keyword searches and specific search parameters (e.g. literature time frame and locus of search) guided the review of the articles selected for the analysis.

This study recognizes that the discrete transaction per se represents the focal element in the hospitality scholarly research in online purchasing. It also recognizes the importance of the overall encompassing hospitality experience in creating and appropriating value for all stakeholders. Finally, the review found a strong orientation toward self-reported survey data as indicative of online transactions and the steps that precede them online.

The study recognizes the present focus on discrete transactions and recommends expanding the focus to tap into more comprehensive purchasing processes that are mediated by technology.

The analysis presented here offers practitioners insight into the value chain member and consumer behaviors that could be feasibly converted into actionable managerial practices.

In contrast to the reviews discussing online purchasing, this study provides a unique broad analytical perspective on the relationships among buyers, sellers, products, retail interfaces and consumer decision processes that characterize the hotel online purchasing environment, as reflected in the past 10 years of hospitality and tourism literature.

The purpose of this research is to provide a critical discussion illustrating how novel business models can be developed using advanced information technology (IT) to overcome the effects of the labor shortage crisis and bring the industry back to the pre-pandemic performance benchmarks.

The methodology of this research is based on a thorough literature review of academic and trade publications, guided by an analytic approach that comprehensively discusses the multiple facets of digitizing the human-intensive legacy hospitality business models.

While broad in terms of multiple metrics, the hospitality industry has demonstrated an ability to incorporate IT-based business models within its legacy processes. The current hospitality context, corroborated with the lingering effects of the pandemic, requires the hospitality industry to address two important issues: chronic shortage of staff and unpredictable levels of performance of existing staff.

This research discusses a human–resource crisis from an IT point of view and articulates several IT-based strategic solutions that should help hospitality organizations mitigate the effects of this crisis.

The International Journal of Contemporary Hospitality Management is a leading international journal in the field of hospitality and tourism management. It was started in 1989, and it turns 30 years old this year. To celebrate this anniversary, this paper presents a bibliometric overview of the publication and citation structure of the journal over the past 30 years. The purpose of this paper is to identify the relevant issues in terms of keywords and topics and who is achieving better results in terms of authors, universities and countries.

The Scopus database is used to collect the bibliographical material. A graphical mapping of the bibliographic data is developed by using VOSviewer software. It produces graphical maps with several bibliometric techniques, including co-citation, bibliographic coupling and co-occurrence of keywords.

The results indicate that English-speaking countries are producing the highest number of articles in the journal, followed by Asian institutions, with the Hong Kong Polytechnic University as the most productive institution.

To the best of the authors’ knowledge, there are no papers that present a general overview of the publication and citation structure of this journal. Its 30th anniversary is a good moment to develop this study.

Develops and implements a method for hotels to identify attributes that will increase customer loyalty. Other hotels can replicate the methodology used in this study. The study makes the uses of the hotel’s database to draw samples for both focus groups and a mail survey. Based on 564 completed surveys from hotel guests, the authors found the relationship between customer satisfaction and customer loyalty was non‐linear. The authors use the data to develop internal benchmarks for the hotel based on scores that were representative of loyal customers. The study makes use of the hotel’s database to draw samples for both focus groups and a mail survey.

Reviews hospitality research relating to the themes of business development and service improvement. Relates this to five sub‐theme areas: market sensitivity and competitiveness; segmentation; branding and service customization; service quality and customer retention; product design and internal marketing.