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This study aims to examine the influence of perceived organizational support (POS) on boundary-spanning behaviors (BSBs) among frontline employees in the hospitality industry. It also considered perceived supervisory support (PSS) as a moderating factor within a conceptual model.

Data were gathered from 651 full-time hospitality employees across 12 hotels in China. The analysis of the data used confirmatory factor analysis and structural equation modeling.

The findings revealed that POS influences hospitality boundary spanners’ BSBs, specifically external representation (ER), internal influence (II) and service delivery (SD). In addition, PSS moderates the relationship between POS and these frontline employees’ behaviors.

This study offers practical strategies for hospitality professionals to enhance frontline employees’ BSBs and foster supportive workplaces that drive employee excellence. These strategies encompass cultivating a supportive organizational culture, implementing supportive measures, fostering a sense of belonging among employees and ensuring supervisors’ well-being and competence in supporting their teams during daily interactions. These actions effectively motivate customer-contact employees to excel in their performance.

Fostering a helpful attitude in frontline employees is crucial for service firms’ success. Hospitality organizations must provide support to achieve this. Few studies have explored how organizational support contributes positively to the BSBs of customer-contact employees. This study goes beyond oversimplification and delves into the nuanced interplay between perceived support (POS and PSS) and hospitality frontline employees’ BSBs, focusing on ER, II and SD. The moderated mediating model enhances the understanding of support dynamics in the organizational context.

This study aims to investigate guests’ experience and perceptions in smart hotels, with a primary focus on the human−robot experience.

Utilizing a thematic analysis using the inductive-deductive approach, 546 reviews from Chinese smart hospitality guests, sourced from Ctrip, were examined.

This study identified five highest-level categories reflecting guests’ perceptions of smart hotels service with themes and subthemes of utilitarian gratification (smart servicescape and smart service quality), sensual gratification (novelty and coolness), social gratification (social presence and social interaction), experiential gratification (functional and emotional experiential value) and satisfaction.

This research enriches the current understanding of guests’ experience within smart hotels, focusing on the human−robot interaction. The findings offer insightful implications for the enhancement of smart hotels, specifically in terms of smart facility offerings, service delivery and overall customer experience.

本研究旨在调查顾客在智能酒店的体验和感知, 重点关注人机交互体验。

利用归纳-演绎方法进行主题分析, 对来自携程网的546份中国智能酒店客人评论进行了审查。

本研究确定了五个最高级别的类别, 反映了客人对智能酒店服务的感知, 涵盖了实用满足（智能服务环境和智能服务质量）、感官满足（新奇和酷炫）、社交满足（社交存在和社交互动）、体验满足（功能性和情感体验价值）和满意度的主题和子主题。

这项研究丰富了对智能酒店客人体验的当前理解, 重点关注人机交互。研究结果为智能酒店的提升提供了深刻的启示, 特别是在智能设施提供、服务交付和整体客户体验方面。

This study aims to investigate the antecedents of frontline employees’ boundary-spanning behaviors in the hospitality industry. Anchored in transactional stress theory, affective events theory and motivation theories, a conceptual model was built to explore the impacts of hindrance stressors on boundary-spanning behavior.

Data were collected from frontline employees in the hospitality industry in the USA. Confirmatory factor analysis and structural equation modeling were used.

The findings revealed that despite hindrance stressors’ negative indirect impact on frontline employees’ boundary-spanning behaviors, intrinsic motivation worked effectively to reduce hindrance stress and influence subsequent emotions leading to boundary-spanning behaviors.

This study provides substantial and detailed strategies for hospitality practitioners who are pressed to alleviate the hindrance stressors from which frontline employees frequently suffer, foster employees’ positive emotions and ease negative emotions while promoting boundary-spanning behaviors. Cultivation of employees’ intrinsic motivation and emotional management is encouraged, as is effective organizational structure and management intervention. All of these are deemed helpful in buffering employees’ work-related stress while motivating them to go above and beyond their nominal duties.

Very few studies have examined how “bad” hindrance stressors affect boundary-spanning behaviors. Rather than suggesting that hindrance stressors are relevant only to counterproductive behaviors, this study extends both the stress and boundary-spanning literature by uncovering the impact of hindrance stressors on frontline employees’ boundary-spanning behaviors while accounting for the roles of workers’ motivation and emotion.