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Digital well-being (DWB) has become a preoccupation of society, businesses and consumers because of the proliferation of technology and the pandemic. This study aims to understand the four main problems of DWB in hospitality (DWBH): epistemology, scope, aggregation and specification by adopting integrative literature review.

The systematic analysis process develops a dynamic DWBH framework, which connects individuals and society, based on the doughnut model. A critical method is used to conceptualize the DWBH and digital behavior change interventions (DBCIs) by combining psychology and sociology.

This study provides a definition of DWBH. It identifies three antecedents (digital design, awareness and utilization advancement), three decision factors (individual psychology, category differences and external environment) and four outcomes. The doughnut model visualizes dynamic sustainability of subjective well-being, master, engagement, autonomy, relationship and mastery. DBCIs provide a comprehensive strategy: effective design is essential, personalized implementation is standard, and strategy and structure ensure success.

This study theoretically addresses issues of epistemology, scope and aggregation, expanding the existing knowledge base of DWBH and fostering theoretical integration across different disciplines. Practically, it provides actionable guidelines for stakeholders in hospitality to enhance community DWB, thereby promoting both individual and societal well-being.

This study makes a pioneering effort by extending the knowledge of DWBH with epistemology, scope, aggregation and specification. Furthermore, this study helps clarify the academic research process of DWBH, formulating management and practical strategies and improving individuals’ well-being.

Drawing on social information processing theory, this study investigates how platform leadership influences employees’ innovative behavior. Specifically, we propose a theoretical model that incorporates creative self-efficacy as a mediator and organizational identification as a moderator.

Multisource data were collected in three waves from 304 employees and their 65 leaders in China.

Hierarchical linear modeling (HLM) results reveal: (1) a positive association between platform leadership and subordinates’ innovative behavior; (2) creative self-efficacy as a mediator in the relationship between platform leadership and subordinates’ innovative behavior and (3) organizational identification as a moderator in the indirect relationship between platform leadership and subordinates’ innovative behavior through creative self-efficacy, with the indirect effect being stronger when organizational identification is high than when it is low.

From a cross-level perspective, our findings revealed the underlying mechanisms and boundary conditions under which platform leadership influences followers’ innovative behavior.