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.

Optimizing the interaction between individuals and their work environment has become increasingly relevant in enhancing employee well-being and driving the overall success of businesses. The goal of this study is to provide information about how ergonomics affects job performance in the tourism and hospitality industry. The full-time staff employees of Egypt’s category (A) travel agencies and five-star hotels were the source of the study’s data. The partial least squares structural equation modeling (PLS-SEM) technique of analysis was utilized to explore how ergonomics influences job performance while taking into account the mediating roles of work engagement and talent retention. WarpPLS statistical software version 7.0 was used to analyze the 389 valid replies obtained. The findings revealed that there is a positive relationship between the employees’ perception of ergonomics on their job performance, in addition to the positive relationships between the perception of ergonomics and work engagement and talent retention. The work engagement and talent retention were also found to have a positive relationship with job performance. Furthermore, research revealed that work engagement and talent retention act as mediators between ergonomics and job performance. The results of this research significantly advance the Job Demands-Resources (JD-R) model theory. The study also offers evidence-based recommendations to organizations in the tourism and hospitality industry, empowering them to establish supportive work environments that enhance the job performance, work engagement, and talent retention. Businesses in this industry could create work environments that prioritize the well-being, comfort, and safety of their employees by embracing ergonomic concepts.

This study addresses a gap in the literature on how quality management practices within the food supply chain can be effectively integrated with digital technologies to enhance Food Supply Chain Sustainable Performance (FSCSP) in the hospitality and tourism sector in Egypt. Thus, a quantitative approach was employed, with data being collected through both online and in-person surveys from employees with sufficient knowledge of their hotel’s food products, food supply chain, and quality management practices in five-star hotels in Egypt. SPSS and WarpPLS-SEM techniques were used to analyze the research data. The findings showed that Food Supply Chain Quality Management (FSCQM) practices positively influence both FSCSP and Supply Chain Digital Integration (SCDI), with SCDI serving as a mediator in the relationship between FSCQM and FSCSP. This study is helpful for hospitality businesses in developing economies because it shows how important it is to combine digital innovation with strong quality management to improve operating efficiency and gain a competitive edge in terms of sustainability. This involves fostering a technology-driven culture that encourages creativity, innovation, transparency, and information-sharing among employees to ensure the successful integration of FSCQM practices with hotels’ digital competences.

The research investigates the mediating influence of Green Human Resource Management (GHRM) practices—including environmentally focused recruitment, training, and performance management—on the relationship between green leadership and employees’ green advocacy within Saudi Arabia’s hospitality and tourism industry. Data were gathered through a structured questionnaire administered to supervisors and managers working in five-star hotels, producing 544 valid responses for analysis. The conceptual framework was examined using Structural Equation Modeling (SEM) with the WarpPLS 0.7 software to rigorously assess both the measurement validity and structural associations. The analysis demonstrated that green leadership exerts a positive and significant impact on GHRM practices as well as on employees’ willingness to advocate for environmentally responsible behaviors. Furthermore, GHRM initiatives were found to strengthen employees’ pro-environmental engagement and serve as a partial mediating channel between green leadership and green advocacy. Overall, the findings highlight that institutionalizing sustainable HRM approaches is a fundamental route through which leadership enhances environmental accountability and promotes the long-term economic viability of the hospitality sector. The study concludes by underscoring its theoretical and managerial implications, emphasizing how leadership-guided sustainability actions can foster an organizational culture grounded in ecological responsibility.

This study examines the role of Paradoxical Leadership (PL) in enhancing sustainable service performance in Egypt’s hotel industry, with Organizational Citizenship Behavior (OCB) serving as a key mediating mechanism. Moving beyond conventional performance frameworks, the research examines how the dual nature of PL behaviors encourages discretionary employee actions that advance social sustainability, employee well-being, responsible service delivery, and long-term organizational resilience. Employing a survey-based quantitative design, data were collected from 397 hotel employees in Egypt using a structured questionnaire assessing overall PL, its five core dimensions, and OCB. A structured questionnaire was used to measure overall PL, its five core dimensions, OCB, and sustainable service performance. The data were analyzed using SPSS Version 24 and WarpPLS 8, confirmatory factor analysis, reliability analysis, and regression-based mediation analysis to examine the relationships among the study variables. The findings reveal that PL positively influences sustainable service performance, while OCB not only enhances service outcomes but also significantly mediates the relationship between PL and performance. In addition, each dimension of PL—balancing self- and other-centeredness (SO), maintaining distance while fostering closeness (CD), treating employees uniformly while recognizing individuality (UI), preserving decision control while encouraging autonomy (CA), and enforcing work requirements while allowing flexibility (RF)—significantly strengthens employees’ citizenship behaviors.