Purpose This practitioner paper translates peer-reviewed research on restaurant worker mental models into actionable strategies for implementing artificial intelligence (AI)-driven reservation and personalization systems. The paper aims to address the critical disconnect between AI technology capabilities and worker acceptance, which causes 60–70% of hospitality technology implementations to fail despite technical sophistication. Design/methodology/approach Drawing from pathfinder network analysis of 25 restaurant workers’ cognitive structures (Iyer, Reynolds, Nam, & Jeong, 2024), this paper synthesizes findings with current AI hospitality literature to develop a human-centered implementation framework. The mental model alignment matrix evaluates AI features against workers' cognitive frameworks across operational flow, interpersonal dynamics and risk management dimensions. Findings Restaurant workers organize their understanding through three interconnected domains that determine technology acceptance. Workers evaluate AI systems based on their impact on the rhythm of service. Furthermore, they perceive technology that reduces human interaction as a threat to their core professional identity and incorporate these new systems into complex risk calculations that extend beyond efficiency to include reputational and service quality concerns. Practical implications Managers should position AI as intelligence amplifiers rather than automation tools, involve frontline workers in workflow mapping to identify non-disruptive integration points and design training that develops interpretation skills over operational compliance. Implementation requires iterative refinement with genuine worker influence over system evolution and clear accountability frameworks that preserve professional judgment. Originality/value This paper uniquely bridges cognitive psychology and hospitality technology implementation, providing the first framework that aligns AI deployment with worker mental models. The mental model alignment matrix (Borders, Klein, & Besuijen 2024) offers managers a practical tool for prioritizing features and sequencing implementation to maximize adoption success.

Purpose This article highlights how hotel asset management practices and governance structures can drive sustainable change and enhance asset value. The approach builds on prior research and industry evidence, translating key insights into actionable strategies for practitioners. Design/methodology/approach This paper synthesizes insights from the author's prior studies on hotel asset management and corporate governance, along with recent industry reports, framed in an organizational change context. A conceptual framework illustrates how asset management decisions, change management processes, and sustainability outcomes interrelate. Findings Effective hotel asset management can advance sustainability and financial performance. Hotels adopting proactive green initiatives often realize higher profit margins and greater market differentiation. Key components – investment planning, operations oversight and stakeholder alignment – serve as levers to implement initiatives that cut operating costs and extend asset life. Misaligned incentives in asset light ownership structures hinder progress, whereas aligned goals and strong leadership unlock improvements. Embedding sustainability into asset decisions through structured change processes improves environmental performance and financial results. Social implications Embedding sustainability lowers energy, carbon, water and waste; strengthens community resilience; improves ESG transparency and compliance; supports fairer owner–operator relationships; elevates brand trust and boosts employee engagement and retention. Originality/value This paper bridges academic research on hotel asset management and sustainability with industry practice, presenting an integrated perspective. It connects previously siloed analyses of environmental initiatives and financial performance by showing how sustainability can be systematically implemented through asset management. A framework and real-world example demonstrate that profitability and sustainability reinforce each other, especially under effective change management.

Purpose This study aims to evaluate service quality at Kedarnath and Baidyanath Dham, identifying key management challenges such as overcrowding, infrastructure gaps, accessibility issues, and commercialization. By integrating quantitative and qualitative methodologies, the research assesses pilgrim experiences and site sustainability. Drawing insights from global best practices, it proposes strategic interventions for improved crowd management, transparent pricing, and enhanced accessibility. The findings provide actionable recommendations for policymakers, temple authorities, and tourism stakeholders, ensuring a balanced approach to pilgrimage tourism. Ultimately, the study seeks to preserve the sanctity of these sacred sites while promoting sustainable, equitable, and well-managed religious tourism. Design/methodology/approach This study uses a mixed-methods approach, combining quantitative surveys and qualitative interviews to assess service quality at Kedarnath and Baidyanath Dham. A structured questionnaire measures the service quality perceptions of tourists. In-depth interviews with temple authorities, local vendors, and tourism officials provide contextual insights into management challenges. Comparative analysis with global pilgrimage sites highlights best practices for sustainable development. Statistical tools like gap analysis help interpret findings, leading to evidence-based recommendations for enhanced pilgrimage experiences. Findings The study highlights significant service quality gaps at Kedarnath and Baidyanath Dham, particularly in infrastructure, cleanliness, and crowd management. Pilgrims express high spiritual satisfaction but face challenges due to inadequate facilities. Assurance and tangibles emerge as key determinants of service quality. Stakeholder perspectives emphasize the need for better governance, sustainable tourism practices, and digital interventions. Comparative insights suggest that integrating modern amenities with traditional pilgrimage experiences can enhance overall satisfaction, ensuring a more seamless and fulfilling journey for devotees. Originality/value The study contributes to the growing discourse on pilgrimage tourism by offering actionable insights, aligning with the works of Singh and Bhuyan (2024). While previous research has primarily focused on theoretical frameworks, this study bridges the gap by integrating qualitative and quantitative perspectives, emphasizing practical implications for destination management. Unlike existing literature, it highlights service quality gaps specific to Kedarnath and Baidyanath Dham and provides a stakeholder-driven approach to sustainable improvements.

Purpose This paper aims to highlight a replicable model of sustainable hospitality that integrates social, economic and environmental impact in a heritage tourism context. It examines how a boutique hotel enterprise in the Medina of Tunis reinvests profits locally, sources from informal suppliers and designs immersive guest experiences to drive both profitability and community revitalization. Design/methodology/approach The study is based on fieldwork conducted during a Fulbright Specialist assignment and draws on qualitative observation and practitioner collaboration. The operational model of Dar Ben Gacem is used as a case example to extract actionable insights applicable to hospitality professionals in under-resourced or culturally rich urban areas. Findings The hotel's approach centered on neighborhood hiring, community-based cultural programming and profit reinvestment has led to increased guest stays, stronger staff retention and measurable improvements in local economic engagement. The paper provides detailed strategies for implementing similar practices in boutique and independent hospitality operations. Originality/value This paper offers a unique perspective by focusing on hospitality practices that emerge from within informal economies and heritage preservation efforts, rather than from top-down industry standards. It bridges the gap between sustainable tourism theory and day-to-day operations, providing actionable, real-world guidance for hospitality leaders aiming to balance profit with place-based impact.

Purpose This article describes the strategic role of hospitality internal branding initiatives in workplace brand dedication to address ongoing challenges within the hospitality labor market and identify current research gaps related to the internal branding strategies. Design/methodology/approach Following the Context-Intervention-Mechanisms-Outcomes framework, we conducted a systematic review and meta-analysis, synthesizing 68 peer-reviewed papers on hospitality internal branding. Subgroup analysis was performed to detect the moderating role of culture within the internal branding initiative and brand dedication. Findings Based on the systematic review, we proposed an overarching model with macro- and micro-internal branding initiatives as well as attitudinal or behavioral workplace dedication in the hospitality industry, along with the research gaps. Our meta-analysis showed that internal brand communication and brand knowledge are most critical to workplace brand dedication, and culture is a feasible moderator in these relationships. Originality/value We contribute to the literature by synthesizing internal branding research in hospitality, identifying trends and gaps, and providing meta-analytic evidence on key drivers of workplace dedication. Additionally, we examine culture as a moderating variable and highlight the need for further exploration of potential moderators, addressing a key limitation in internal branding research.

Purpose This study aims to provide actionable insights for tourism and hospitality providers on how emerging technologies can be leveraged to prevent and address customer mistreatment through the lens of technology-enabled value co-creation. Design/methodology/approach Drawing on a previously published systematic review of value co-creation research, the study identifies six key mechanisms through which technology can enhance customer participation, satisfaction and co-created experiences while reducing instances of mistreatment. Findings The study proposes a framework comprising six key domains where technology-enabled value co-creation can be systematically applied to mitigate customer mistreatment. Each domain highlights specific strategies for tourism providers to enhance service delivery, promote positive customer–provider interactions and foster co-created value. Practical implications The framework provides industry practitioners with concrete guidance on integrating emerging technologies such as AI-driven personalization, self-service platforms and digital feedback systems into service processes to proactively reduce customer mistreatment and enhance overall service experience. Originality/value By linking service dominant logic and value co-creation theories with practical technology applications, this study offers a unique approach to addressing customer mistreatment in tourism and hospitality, moving beyond reactive strategies to proactive, co-creative solutions that empower both customers and service providers. This is one of the first studies examining the application of newly emerging technologies in addressing the customer mistreatment issues in the tourism and hospitality sectors.

Purpose The purpose of this research is to address the growing issue of guest misconduct and fraudulent behaviour within the hospitality industry. It seeks to raise awareness of the negative impact these behaviours have on employee morale, retention and organisational performance, while challenging the outdated maxim that “the customer is always right.” By engaging frontline staff and leaders through workshops and thematic analysis, the research aims to develop practical tools, including a behavioural checklist and RED/AMBER/GREEN model, to empower employees, safeguard revenue and foster safer, more supportive working environments. Design/methodology/approach This research adopted a qualitative case study approach across three luxury hotel properties within the same collection, involving 112 employees from multiple departments and seniority levels. Data were collected through structured workshops, where participants discussed experiences of handling challenging guest behaviour and identified patterns of suspicious activity. Narratives were analysed using thematic analysis, generating five key themes related to guest misconduct and payment behaviours. The findings informed the co-creation of a behavioural checklist and RED/AMBER/GREEN guest model, developed in collaboration with a retired senior police officer to ensure operational relevance, legal compliance and practical applicability within hospitality settings. Findings The research revealed that challenging guest behaviours, including fraud, intimidation and unreasonable complaints, were significantly undermining staff morale, retention and revenue. Thematic analysis identified five recurring areas of concern: guest interactions and staff awareness, guest identity and behaviour, payment security, booking patterns and high-value transactions. Staff reported inconsistency in handling incidents, lack of confidence and limited managerial support, reinforcing a culture of vulnerability. Implementation of the behavioural checklist and RED/AMBER/GREEN model led to tangible benefits, including reduced fraudulent compensation, improved cross-departmental communication, over £10,000 in revenue protection and enhanced staff confidence, empowering employees to manage challenging encounters effectively. Research limitations/implications This study was conducted within three luxury hotels of a single collection, which may limit the generalisability of findings across other hospitality sectors such as budget hotels, independent operators or international markets. The sample relied on self-reported experiences, which can introduce bias and subjectivity. Nonetheless, the outcomes highlight significant industry-wide issues requiring further investigation on a national scale. The practical tools developed – namely the behavioural checklist and RED/AMBER/GREEN model – offer immediate applicability for Hospitality operators. Wider adoption and further research could support the development of a consistent, sector-wide framework that balances guest satisfaction with employee well-being and financial resilience. Practical implications The research provides Hospitality operators with actionable tools to better manage challenging guest behaviour while maintaining service standards. The behavioural checklist offers frontline staff clear, consistent guidance on identifying suspicious activity, handling aggressive or fraudulent behaviour and ensuring secure payment practices. The RED/AMBER/GREEN model supports decision-making by categorising guest conduct and providing proportionate responses, reducing reliance on managerial intervention. These tools not only safeguard revenue but also improve staff confidence, morale and retention. Adoption across the sector can foster safer working environments, strengthen operational resilience and promote a cultural shift away from outdated service mantras. Social implications This research contributes to creating safer, more respectful working environments within the hospitality industry by equipping employees with the confidence and tools to manage guest misconduct. By addressing incivility, fraud and intimidation, the findings support improved staff well-being, morale and retention, reducing the negative personal and professional impacts often faced by frontline workers. A shift away from the culture of fear and silence empowers employees to uphold boundaries without compromising service quality. Wider adoption of these practices can strengthen community trust in hospitality businesses, promote fairness in guest–staff interactions and ensure the industry remains an attractive and sustainable employer. Originality/value This research is distinctive in directly addressing guest misconduct and fraud from the perspective of frontline hospitality employees, a group often overlooked in strategic decision-making. Unlike existing policies that focus primarily on harassment or general service standards, this study provides industry-specific, practical tools co-created with both practitioners and law enforcement expertise. The behavioural checklist and RED/AMBER/GREEN model offer a replicable, standardised approach that empowers employees, strengthens organisational resilience and ensures legal compliance. By challenging the outdated maxim “the customer is always right,” the research advances a new, staff-centred framework that balances guest satisfaction with employee well-being and financial sustainability.

Purpose This study aims to investigate the cultural aspects of Greek tourist websites. It argues that the Greek tourism industry is deficient in promoting its cultural riches online and provides businesses and organizations with a strategy or strategies to overcome this, serving as a model for other national tourist industries facing similar technological challenges in the digital era. Design/methodology/approach The study rests on a content analysis methodology, using key elements of other studies of website features and leads to positive outcomes of website design strategy including novel content creation, increased online visibility and enhanced attraction of tourist destinations. Findings Website features differ significantly depending on the provider profile. Private businesses design their website experience to enhance user and/or visitor experience, public organizations, on the contrary, center their website design on key facts and figures (last year's number of visitors, etc.). The decision about website features relies on the website visitor's profiles the website owners wish to attract. Originality/value This paper helps bridge an important gap in tourism and technology literature. It addresses problems in the management of website content by large and small organizations and shows how national culture can be better represented within the tourism industry. The Website Quality Checklist (WQC) is an instrument we have created to stretch online domains, encompassing a set of variables we recommend for evaluation and benchmarking purposes.

Purpose In the high-pressure environment of the hospitality industry, characterized by heavy workloads and emotional labor, fostering employee psychological resilience is no longer optional. While psychological resilience serves as a crucial coping mechanism for employees, existing literature reveals gaps in understanding its antecedents within the hospitality industry. This study investigates the role of employees' religiosity in enhancing psychological resilience among employees in the hospitality industry. Design/methodology/approach Using cross-sectional data collected from 207 respondents working in the hospitality industry in Tanzania, the study employs structural equation modeling to test the proposed hypotheses. Findings The findings indicate that employees' religiosity significantly contributes to psychological resilience, with emotional intelligence serving as a mediating factor. Practical implications The study underscores the importance of promoting religious affiliations and enhancing employees' emotional competencies within the hospitality industry. Originality/value Psychological resilience has become an increasing concern in the hospitality industry. Given the multifaceted nature of this concept and the diverse socio-cultural backgrounds of employees in the industry, this study advances knowledge on employee psychological resilience by introducing religiosity as a key antecedent, with emotional intelligence as a mediator. Utilizing the Hunt–Vitell model, the study offers a new conceptualization of the antecedents of employee psychological resilience, framing resilience as a function of moral and emotional regulation. This approach provides novel insights into mechanisms for fostering resilience in high-pressure service environments while ensuring employee well-being and consistent performance.