This study attempts to examine the impact of electronic human resource management (E-HRM) systems on achieving a sustainable competitive advantage (SCA) in the tourism and hospitality industry by incorporating sustainable innovation (SI) and organizational agility (OA) as mediators. To survive, tourist and hospitality organizations must embrace digital transformation by using E-HRM practices such as digital recruiting, online training, and performance management tools. Organizations may improve their HR departments’ efficiency, effectiveness, and decision making, enhancing the overall organizational performance and preserving a sustainable competitive edge. Middle and first-line management of the five-star hotels and travel agencies in category A operating in Egypt were investigated. A PLS-SEM analysis was performed on 313 valid responses, gathered using WarpPLS 7.0. The findings revealed that E-HRM is positively associated with SCA, SI, and OA. Furthermore, there were positive associations between SI and OA and SCA. SI and OA were also shown to be mediators in the relationship between E-HRM and SCA. The study adds to the existing literature on how E-HRM impacts SI, OA, and SCA. The relationship between these components in hotels and travel agencies has not been the subject of any empirical research. The current study has addressed gaps by empirically analyzing these relationships in the context of Egyptian hotels and travel agencies. It integrates E-HRM, innovation, organizational agility, and competitive advantage within the context of sustainability in tourism and hospitality.

Artificial intelligence (AI) tools are becoming part of how students think, not only what they use. Whether a learner engages with such a tool or delegates to it is a decision about how their own cognitive resources are deployed, which places that decision within the realm of study of human intelligence. Investment accounts of intellectual development hold that ability is built through motivated engagement with cognitively demanding material, yet technology acceptance frameworks emphasize utility judgments and underrepresent the motivational processes that drive such engagement. This study tests an extended Technology Acceptance Model in which self-efficacy shapes perceived usefulness through motivation and enjoyment. Survey data from 185 undergraduate School of Business students at a Saudi university who used generative AI tools during coursework were analyzed using partial least squares structural equation modeling. All nine hypotheses were supported. Self-efficacy strongly predicted both motivation and enjoyment, but motivation was the dominant mediating pathway to perceived usefulness (β = 0.295, p < 0.001), with enjoyment a weaker affective route (β = 0.086, p < 0.05), alongside a significant serial pathway from self-efficacy through motivation to enjoyment (β = 0.113, p < 0.001). The model explained 54.4% of the variance in behavioral intention. The findings indicate that beliefs about one’s own technical competence, rather than appraisal of the tool alone, govern how students commit to intelligent systems, with implications for whether AI use develops or displaces learners’ own intellectual capacity.

The COVID-19 epidemic sparked a global disaster that had a lasting effect on nearly every element of people's lives. The purpose of the current research was to investigate how businesses may be affected by the many COVID-19 consequences, such as job instability, health concerns from isolated workers, risk-taking behavior at work, and organizational changes. The convenience sampling strategy is used in this study. Depending on information gathered from 395 hotels and travel companies by IT professionals from the Kingdom of Saudi Arabia. The findings showed a strong positive correlation between work stability and the perceived COVID-19 health risk. Moreover, the findings showed a significant positive correlation between the perception of the organization’s COVID-19 measures (POCV19M) and job insecurity. organization's ability to deal with COVID-19 and associated issues increases with the amount of help it offers. Furthermore, employees may be convinced to trust management and concentrate on their task because of the management's effective responses to COVID-19.