Purpose: Artificial intelligence (AI) agents and agentic systems have the potential to transform the tourism and hospitality (T&H) industry by automating existing processes and improving operational efficiency. This viewpoint paper aims to explore and analyze the potential opportunities and challenges, and establish a comprehensive research agenda for developing AI agents and agentic systems within the T&H industry. Design/methodology/approach: This article comprehensively analyzes current literature, user sentiment analysis and market trends assessment on AI agents and agentic systems. It identifies critical areas where these technologies can transform the T&H industries, providing valuable insights into this emerging field and its potential for driving innovation and efficiency. Findings: Sentiment analysis reveals that 65% of social media users positively view OpenAI’s new AI agent, praising its automation capabilities. Meanwhile, 22% raise concerns about technical flaws, accessibility and ethics, while 13% remain neutral. AI agents offer opportunities to enhance efficiency, personalize services and support sustainability in T&H. However, challenges persist in development and implementation, with concerns from businesses, customers and regulators. This article highlights both the opportunities and challenges AI agents present in T&H industries. Research limitations/implications: This paper provides valuable insights for stakeholders in the T&H industry, considering the adoption of AI agents. The authors present an overview of the potential challenges involved in adopting this emerging technology and discuss key organizational barriers. Originality/value: This study examines the application of AI agents and agentic systems in T&H, highlighting opportunities and challenges may face during their adoption. The paper contributes original insights into how these systems can reshape industry practices, providing a foundation for future research and practical applications.

Digital transformation has altered the way customers interact with restaurants. As a result, digital transformation has had an enormous impact, changing restaurant customer value. Therefore, this research aims to develop a dynamic and sustainable method for creating customer value in digital transformation. This study suggested digital dynamic capabilities and digital customer orientation as a process model (i.e., sensing, seizing, transforming, and refining) to develop digital transformation and create a dynamic customer value. We chose fast-food restaurants in Egypt to examine the proposed model using a qualitative approach of semi-structured interviews with fast-food managers and hospitality experts. The findings indicated that fast-food restaurants’ different digital transformation capabilities and tools (e.g., value innovation, SWOT analysis, artificial intelligence, new technology selection criteria, digital maturity, building several digital platforms, and gathering and analyzing customers’ online reviews) help them create customer value. However, interviewees highlighted how well-suited the suggested digital dynamic capabilities are to serve as drivers of digital transformation in fast-food restaurants and create a dynamic customer value. This research expands the dynamic capabilities theory by adding digital customer orientation (i.e., proactive and reactive to customer feedback) to develop digital transformation and create customer value in fast-food restaurants. This research provides fast-food restaurant managers with an in-depth explanation of how to implement the digital dynamic capabilities model for executing digital transformation and developing a new dynamic customer value.

Service value is a crucial dominant indicator in customer decision-making. However, there is a lack of hospitality literature that investigates the multi-dimensional service value in emerging markets. Thus, this study aims to create a multi-dimensional scale for service value and to analyze how different service value dimensions affect customers repurchase intentions at fast-food restaurants. We make a conceptual framework with eight constructs, including service value and repurchase intention. A self-administrated questionnaire is used to gather empirical data from fast-food restaurant customers in Egypt. We employ confirmatory factor analysis to extract the model’s reliability and validity. Moreover, we use a structural equation model to extract the model regressions and correlations using AMOS software. We find that each of the eight proposed service value variables impacts fast-food restaurant customers’ repurchase intention. However, the factors that strongly influence customers’ preferences to make more purchases are service equity, confidence benefits, service quality, and service reputation. We contribute to the literature on hospitality customer value and repurchasing intentions by presenting a comprehensive multi-dimensional service value framework that affects customers’ repurchase intentions in fast-food restaurants. Practically, eight service value variables can help managers of fast-food restaurants meet customer needs and gain a competitive advantage. We suggest many crucial recommendations to restaurant managers regarding the priority of the service value constructs. For example, managers should consider service equity, service quality, and service reputations as a priority of the restaurant service value.

Purpose: Hospitality businesses are changing digitally to meet customer demands, provide value and stay competitive. Prior hospitality studies examined customers’ technology acceptance rather than digital technology readiness and acceptance. In addition, no studies have explored how restaurant customers’ digital transformation influences hedonic and utilitarian values and customer well-being. Therefore, this study aims to examine how fast-food restaurant customers’ digital transformation (i.e. technical readiness and acceptance) influences their perceived value and well-being. Design/methodology/approach: This study provides a conceptual framework with six constructs. The data for this study were collected from fast-food restaurant customers in Egypt using a self-administered questionnaire. Findings: According to the findings, customers’ technical readiness for digital transformation in fast-food restaurants substantially impacts their technology acceptance. In addition, customers’ perceived hedonic and utilitarian values are greatly influenced by their acceptance of fast-food restaurant digital technologies, and these perceived values significantly impact customer well-being. Practical implications: This study presents several suggestions to improve customers’ readiness for digital transformation in fast-food restaurants and the impact on their technology acceptance and perceived value and well-being. Also, this study’s results could impact fast-food restaurants’ decisions to adopt new digital technologies (e.g. service robots) for their customers. Originality/value: The study adds to the existing literature review by attempting to present a comprehensive picture of fast-food restaurant customers’ digital transformation (i.e. technical readiness and acceptance) and its impact on customers’ perceived values. A potential antecedent of fast-food restaurant customers’ well-being was also investigated: perceived hedonic and utilitarian values.

Over the last decade, social media (SM) has dramatically influenced the tourism sector, and information exchange via SM platforms may affect tourists’ intentions to revisit a tourist destination. In the present study, we investigated the impact of content shared on SM on tourists’ intentions to revisit Saudi Arabia as a neighboring destination to Qatar during the period of a mega-event (Football World Cup). We also assessed the potential mediation effects of the perceived values and trust in local tourism services on such a relationship. A structured survey was distributed to football fans who came to visit Saudi Arabia (n = 300), and a partial least squares structural equation model was constructed to validate this study’s model. Results showed that SM content did not significantly impact the revisit intentions directly. SM content was a significant antecedent predictor of the perceived trust, and the perceived trust predicted future intentions to revisit Saudi Arabia. Therefore, the perceived trust in tourism services was a significant mediator of tourism SM’s effects on tourists’ intentions. However, the mediation path of the perceived value was not statistically significant. Tourism marketers had to ensure that they appropriately convey engaging content that focuses on supporting the trust in a destination, particularly during the periods of mega-events.