Purpose – This study set out to measure the perceived Advertising Value of Twitter ads on a large sample of Mexican Millennials. Design/methodology/approach – An online survey was used to collect data among 630 university students. The hypothesized antecedents of Advertising Value were Informativeness, Entertainment, Irritation and Credibility. The model was estimated using Partial Least Squares. Findings – Results indicate Informativeness and Entertainment were the strongest predictors, with Credibility in third place. In addition, Credibility displayed gender effects: it was significant for female respondents but not for males. Irritation failed to reach statistical significance in most subsamples, suggesting Twitter ads are more acceptable to Millennials than other advertising formats. Originality/value – Millennials tend to dismiss traditional advertising formats. At the same time they are heavy users of Social Networking Sites. This research provides the first empirical estimation of the Ducoffe model of Advertising Value in the microblogging service Twitter, and the first application of this robust model of web advertising to a Latin American sample. Our results have important implications for both regional and global brands targeting Millennials.

Purpose: The purpose of this study is to conduct a survey of Mexican millennials to measure the extent of negative bias and perceived advertising value they experienced toward the ads they encountered while performing a search for local products and services from their smartphones. Design/methodology/approach: Using a paper survey with a scenario question, responses were collected from 1,215 millennial smartphone owners about the strategies they used for scanning mobile search organic and sponsored results and quickly reaching the information they needed when performing a mobile search. The 315 participants who reported clicking on ads were further surveyed on their perceptions of ad informativeness, entertainment, irritation and credibility. These constructs were used as the predictors of advertising value in a structural equations model which was estimated with partial least squares. Findings: A substantial bias against sponsored results was found, with two-thirds of respondents skipping the ads when performing a mobile search from their smartphones. However, 28.2 per cent reported clicking on the most relevant result without regard to it being organic or sponsored, and an additional 5.6 per cent reported clicking on an ad as their first strategy. In the structural model, all four hypothesized antecedents of advertising value were significant, and some gender differences were detected. Practical implications: With the increasing penetration of smartphones, and rapid growth of mobile search, these results are particularly relevant for local merchants, who can use mobile search ads to leverage their location and communicate with searching consumers at the precise moment when they are most receptive to timely and relevant advertising. Originality/value: This study is the first to measure the extent of consumer bias against sponsored results in a mobile search, and the first empirical estimation of the advertising value of mobile-sponsored results.

Purpose: In consideration that the purpose of talent management is to attract and nurture productive employees for the benefit of the hospitality organization, this study aims to examine why employees respond in such favorable ways. Recognizing beneficial employee behavior advances a hospitality organization through their ability to deliver an experience that aligns with the promoted brand promise, inspiration is drawn from both the strategic human resource management as well as the internal brand management literature. The power of this approach is illustrated through a survey of employees of a Latin American restaurant chain with a long-standing policy of values-based recruiting, inclusive talent management and progressive people management practices.Design/methodology/approach: Informed by literature, employee perception of their relationship with the organization (i.e., relationship orientation) and alignment with the brand’s values (i.e., brand fit) were considered drivers of favorable employee attitudes and behavior as a result of hospitality talent management practices. These were hypothesized to positively influence employee confidence and motivation as reflected in organization-based self-esteem (OBSE) and brand motivation, which in turn drive employee brand-aligned behavior. A survey measured the variables of interest with the same employees over two time periods, matched using employees’ identification code, resulting in 199 complete surveys. The structural model was estimated using partial least squares (PLS).Findings: Relationship orientation and brand fit were significant drivers of OBSE and brand motivation, respectively. In turn, they had a significant effect on employee brand-aligned behavior. Model estimation complied with all PLS quality criteria.Research limitations/implications: Traditional talent management practices that tend to focus on the transactional benefits of the job/career can be strengthened by leveraging strong organizational relationships as well as engagement with the hospitality brand. In turn, employees have the confidence and motivation to exhibit brand-aligned behavior, a path to competitive advantage, which may also act as a buffer helping employees manage the stress of hospitality jobs.Originality/value: Understanding why employees respond favorably to hospitality talent management practices, beyond simply transactional, monetary reasons, is important to designing relevant and timely initiatives that have the potential to enhance organizational performance.

Purpose: The purpose of this study is to extend previous research by using a longitudinal design to examine the differential contribution of brand understanding (BU) drivers at various moments in the early tenure of service employees. Employee BU is a prerequisite of brand promise delivery among service employees. Previous studies, using cross-sectional samples, established that brand-oriented recruitment, training and leadership are significant BU drivers. Design/methodology/approach: A three-wave survey was collected from a 105-member panel of recent hires at a restaurant chain that displayed a strong brand culture and adopted internal brand management (IBM) practices. Structural equation models with carryover effects were estimated to measure the impact of BU drivers on Day 1, as well as at four and seven months of tenure. In addition, a latent growth model of BU was estimated using random coefficients modeling. Findings: Results show a significant positive effect of IBM practices on BU at each point in time; however, despite this, by the seven month milestone, BU is still not fully developed. Research limitations/implications: As with most organizational longitudinal studies, there was sample attrition because of the high turnover that characterizes the restaurant industry. This attrition is not believed to be correlated with the variables measured in the study. Practical implications: Managers seeking a differentiated customer experience should not assume new hires attain a good understanding of the service brand even after the first seven months of tenure. Hence, brand training and leadership should extend well beyond this time frame. Originality/value: This study is the first, as per the authors’ understanding, to use a longitudinal design to model BU as a dynamic variable because it befits the learning trajectories of new employees.

Purpose: The purpose of this paper is to start a conversation on achieving a shared understanding among hospitality service co-creation participants. Adopting a stakeholder and service eco-systems approach, attention is drawn to the necessity for all service experience participants to have a shared understanding of the service experience and their role within it, for a sustained competitive advantage to be realized. Informed by community of practice (CoP) thinking, a road map of research questions is advanced encouraging insight into a macro level phenomenon that, traditionally, is only ever considered at the micro service encounter level. Design/methodology/approach: A thorough multidisciplinary review of the literature was undertaken, providing an opportunity to present a viewpoint on the strategic implications of providing a sustainable competitive advantage via the hospitality service experience. Findings: To achieve a shared understanding across the Hospitality Service Experience Eco-System, potential tensions among stakeholders are highlighted. Accounting for such barriers, institutional arrangements, combining organizational CoPs that are bridged by designated boundary objects, is advanced. Given the novel approach of applying a traditionally organizational phenomenon at a macro multi-stakeholder level, several research questions are proposed to inform thinking about this neglected perspective. Originality/value: Acknowledging the innovation, agility and resources required to maintain a competitive service experience, the paper emphasizes the importance of adopting a macro perspective to effective service management. The hope is to stimulate academic interest to inform understanding as to how to build this capability as well as enhance practitioner interest in promoting stakeholders’ CoP for the benefit of the entire Hospitality Service Experience Eco-System.