In cultural heritage sites around the globe, augmented reality (AR) is being utilized as a tool to provide visitors with better experiences while preserving the integrity of the sites. However, little research has examined the impact of AR on customers’ attitudes and behavioral intentions toward the sites. By integrating the post-acceptance model of information systems (IS) continuance, balance theory, and the theory of reasoned action (TRA), we investigate the causal mechanism underlying consumers’ beliefs about AR (perceived advantage, aesthetic experience, and perceived enjoyment) and AR satisfaction in conjunction with the attitudes and behavioral intentions toward the destination. The results show that the perceived advantage and aesthetics of AR influence AR satisfaction. In turn, AR satisfaction affects behavioral intentions toward the heritage destination, indirectly via the attitude toward the destination through AR. Based on these findings, we present theoretical and practical implications as well as suggestions for future research.

By adopting the new 5A model of Marketing 4.0, which conceptualizes a consumer-driven paradigm shift in digital marketing, this study empirically investigated food tourists’ connectivity throughout the 5A process (aware, appeal, ask, act, and advocate). Furthermore, we compared the 5A journeys of Generation Y and Generation X. Along the 5A path, both generations indicated the strongest social connectivity in the ask stage. Generation Y showed stronger social connectivity than Generation X, while there was no significant difference in channel connectivity. The social connectivity in the advocate stage was most strongly correlated with that in the act stage. Within each generation, active netizens were more strongly engaged in sharing and positive/negative advocacy. Based on these findings, we discuss the theoretical and practical implications.

Given that the stated purpose of mergers and acquisitions (M&A) is to create value for the newly merged firm, the M&A offer premium ought to be positively related to the realized benefits or realized synergies that result from combining the target and the acquirer. Not all empirical evidence supports this notion, however. Because some M&A activities have not been found to be consistently value enhancing, other M&A motives have been proposed, most notably empire building and personal rewards. In contrast to those notions, this paper’s analysis of lodging M&A results suggests that lodging M&A is in fact motivated by value creation. Furthermore, our evidence supports the supposition that the premium reflects the value of synergy, as postulated conceptually. Using a property-level dataset, this paper infers lodging managers’ intentions by investigating the relationship between the final offer premium paid to the target shareholders and the change in the pre- and postacquisition operating performance of the target’s and the acquirer’s properties. Refuting the argument of the market for corporate control as well as the non-value-related motives, this analysis finds that the premium is related to the performance changes of the acquirer’s properties but is not related to that of the target’s properties. Interestingly, this suggests that the target’s properties serve as a crucial resource to improve the performance of the acquirer’s properties, and consequently, the premium may be viewed as the payment to gain control over the targets’ resources.