This study explores the influence of digital leadership (DL) on sustainable competitive advantage (SCA) in tourism and hospitality businesses, focusing on green absorptive capability (GAC) and eco-innovation (EI) as mediators. This study focused on middle-line management in travel agencies and hotels in Saudi Arabia. A total of 323 valid responses were collected and analyzed using WarpPLS 7.0, a PLS-SEM analysis tool. DL positively affected SCA, GAC, and EI. In addition, SCA was positively impacted by GAC and EI. Furthermore, this study found that GAC and EI significantly mediated the DL→SCA relationship. This study enhances the Dynamic Capabilities Theory, offering valuable insights for tourism and hospitality managers to utilize digital strategies and environmental initiatives for eco-conscious market competitiveness.

Despite the increasing focus on sustainability within the tourism and hospitality sector, there is still a substantial gap in understanding how digital dynamic capability impacts sustainable performance. Particularly, the mediating effects of green knowledge management and green technology innovation in this context have not been extensively investigated. Thus, this research seeks to examine how Digital Dynamic Capability (DDC) affects Sustainable Performance (SP) in the tourism and hospitality industries, with a focus on the mediation of Green Technology Innovation (GTI) and Green Knowledge Management. The study adopts a quantitative approach, employing the PLS-SEM technique and WarpPLS statistical software version 7.0. The research analyzes 430 survey responses from full-time employees at five-star hotels and top-tier travel companies (Category A) in Egypt. Results showed that DDC has a positive impact on SP, GKM, and GTI. Moreover, GKM and GTI also impact SP. Additionally, DDC has a significant influence on SP through GKM and GTI. The research has a substantial impact on Innovation Diffusion Theory and offers useful suggestions for tourism and hospitality organizations to sustain success in a competitive market.

The COVID-19 outbreak has forced customers to shift their food habits to more locally grown products. Therefore, restaurants have begun to provide local food, which is reflected in “farm to fork” or “locally-sourced” or “farm to table” restaurants. Thus, purchasing sustainable food, specifically local food products, has become one of the most salient sustainability practices in restaurants. Therefore, this study seeks to further explore the influences of the Sustainable Local Food Supply Chain (SLFSC) of green fine-dining restaurants on tourist food experiences and destination branding in the USA. Data were analyzed using the partial least square (PLS) technique of a sample of 232 respondents. The findings of this study showed positive impacts of all sustainability dimensions on most consumption values of tourists (i.e., emotional, epistemic, health, taste/quality, etc.). The findings indicated that each sustainability dimension and overall sustainability of the local food supply chain had strong positive effects on destination branding. Finally, tourist food experiences in totality mediated the relationship between the overall Sustainable Local Food Supply Chain and destination branding. This study contributes to the existing literature by developing and validating a scale to measure the sustainability practices of local food supply chains in restaurants to fill this gap in the literature. Additionally, the findings have intimate important theoretical and practical implications.

This study examines how job engagement (JE) is affected by benevolent leadership (BL). This study also explores psychological safety (PS) and workplace friendship (WF) as mediators. Data were collected from employees working in Egypt’s five-star hotels and category (A) travel agencies. There were 320 valid responses that were analyzed using PLS-SEM. The findings demonstrated that there is a positive relationship between benevolent leadership and job engagement. There were positive relationships between benevolent leadership and PS/WF. The findings also revealed a positive relationship between PS/WF and job engagement. In addition, the findings revealed that psychological safety and workplace friendship mediate the relationship between BL and JE. This research contributes to the studies on BL, PS, and WF in terms of JE, specifically in the hospitality and tourism context. It also includes suggestions for enhancing the workplace environment in hotel and tourism enterprises via BL, PS, and WF.

This study develops and tests an integrated model based on the Dynamic Capabilities View (DCV) to empirically examine how dynamic capabilities influence the operational performance of hotel food supply chains through the mediating role of supply chain resilience and the moderating influences of environmental uncertainty and disruption orientation. The model is tested using survey data from 160 five- and four-star hotel managers in Egypt and the findings of structural equation modeling. The findings support the proposed model and reveal a positive effect of total dynamic capabilities and the four dynamic capabilities (i.e., collaboration, integration, agility, and reconfiguration) on the operational performance of hotel food supply chains through the mediating role of supply chain resilience. The results affirm that supply chain resilience mediates the relationship between dynamic capabilities (in total) and operational performance. Furthermore, the results show that environmental uncertainty moderates the above linkage, whereas disruption orientation does not do that. With the extension of DCV, our findings contribute to deepening our understanding of the dynamic capabilities contributing to the development of hotel food supply chain performance. These findings hold crucial implications for academics, managers, and policymakers. They also provide valuable insights on how to effectively control operational performance during disruptions.

Global environmental concerns necessitate a heightened focus on green practices by businesses to balance sustainability and profitability. Therefore, this study investigates the effects of green ambidexterity (GA), green organizational identity (GOI), and green internal marketing (GIM) on sustainable competitive advantage (SCA) in travel agencies and hotels. The PLS-SEM approach was used to test the proposed model of the study. In total, 317 valid responses were gathered from full-time middle- and upper-management personnel of travel agencies category A and five-star hotels operating in Egypt. The findings revealed that GA positively impacts GOI, GIM, and SCA. Also, GOI and GIM positively impact SCA. In addition, GOI and GIM mediate the relationship between GA and SCA. The study advanced dynamic capability theory by emphasizing the importance of internal processes in harnessing sustainability-oriented dynamic capabilities. The study recognized the relationship between SCA, GOI, GIM, and GA and provided insightful implications on how businesses might develop and use their sustainability-related strengths.