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The purpose of this study is to analyze how hospitality industry employees’ perceptions of corporate social responsibility (CSR) and participation in CSR activities influence their well-being and loyalty boosterism.

Using the positive psychology approach of well-being (hedonic and eudaimonic dimensions) and the affect theory of social exchange, a survey of hospitality employees was conducted to test the theoretical model.

Employees’ perceptions of CSR significantly influenced their participation in CSR activities. CSR participation positively influenced employees’ hedonic and eudaimonic well-being, which in turn influenced their loyalty boosterism. The mediation effects of well-being and the sequential mediation effects of CSR activity participation and well-being were also significant in the relationships mentioned above.

While panel data offer many advantages, they also have limitations. The authors, therefore, suggest future studies replicate their conceptual model and empirically test it through firms well known for their CSR. In addition, future studies may cover the whole hospitality industry to enhance generalizability.

By exploring the connection between employees’ CSR perceptions and participation, this research can help hospitality practitioners develop more engaging CSR strategies and activities, which in turn can foster employees’ well-being and enhance their loyalty boosterism.

This study is among the first to empirically demonstrate the effect of CSR in both hedonic and eudaimonic well-being and to explore the connection between employee perceptions of CSR and participation in CSR activities.

This paper aims to examine how stealing thunder, apology and compensation influence customer loyalty in a service failure context, and how trust mediates these relationships.

The study adopted a scenario-based between-group experimental design involving 300 customers.

The results indicated that stealing thunder, apology and compensation have a joint effect on customer loyalty. Specifically, this study found a significant positive impact of stealing thunder on loyalty; a two-way interaction effect of compensation and stealing thunder on loyalty; and a three-way interaction effect on loyalty. Additionally, trust mediated the relationship between service recovery attributes (stealing thunder, apology and compensation) and customer loyalty.

This study introduces a new service recovery method called Stealing Thunder, which is commonly used in the fields of law and communication and is the first to assess stealing thunder as a proactive/preemptive strategy to handle service failures and its impact on customer loyalty. The study found that when stealing thunder was present, compensation had no influence on customer loyalty. Moreover, when stealing thunder was present, compensation had no impact on loyalty when apology was not present. However, compensation had a significant effect on loyalty when stealing thunder and apology were not present. This study finds the value of including proactive/preemptive strategies (stealing thunder) along with regular service recovery strategies (e.g. apology and compensation) in the service recovery process. Results show that service recoveries that include stealing thunder help service failure recovery significantly by increasing customer’s trust.

The purpose of this study is to develop a theory that explains how organizations can create a more inclusive atmosphere on the individual, organizational and societal levels. The consequences of an inclusive environment were subsequently developed and explored.

Constructivist grounded theory methods were used to collect and analyze data from interviews with 20 hotel executives and their company websites.

The findings of this study produced a theoretical framework for inclusion in hotel leadership, leadership inclusion theory (LIT). The LIT states organizations must address individual differences, organizational policies and culture and societal norms to develop an inclusive environment. Equity follows inclusion as the value for individual differences makes equitable treatment easier. Finally, diversity increases through increased inclusion and equity.

The LIT describes steps for managers to take to develop an inclusive environment, establish equitable practices and increase diversity within an organization.

The LIT highlights several unintended exclusion practices and generational attitudes that are common among organizations. By making conscious efforts, managers can take deliberate actions to establish a perceived environment of equality.

The LIT is a seminal theory-building effort grounded in hospitality. It explains the when and why of several phenomena related to inequality in the hotel industry and how to overcome such imbalances.