Service quality is important for the survival of all businesses, including the hospitality business. Service quality can be measured by a model referred to as SERVQUAL, which comprises five parameters, namely, tangibility, reliability, assurance, empathy, and responsiveness. It is very important to examine publications to ascertain trends in service quality in the hospitality industry during the previous decade (2014–2024). Data were collected from the Scopus database, the article search having yielded 876 documents. The eligibility criteria were as follows: papers had to be published between 2014 and 2024, had to be written in English, and were restricted to articles, conference papers, book chapters, and review papers. The collected data were analyzed with the biblioshiny package in RStudio. The results revealed that the journal with the highest number of articles published during the period under study was Sustainability (Switzerland). Hong Kong Polytechnic was the institution with the highest number of publications vis-à-vis service quality in the hospitality industry, followed by Bina Nusantara University and Eastern Mediterranean University. It is notable that customer satisfaction featured prominently in different clusters, which emphasizes the fact that service quality is targeted at satisfying customers.

In today’s volatile business environment, hotels are competing for a larger share in the market and customer-driven quality management is becoming the preferred method for improving their performance. To ensure success, a hotel needs to measure the quality of service it renders to its guests in order to identify areas that may require improvement. This fact prompted the researcher to apply the Servqual model to assess the customers’ perceptions and their expectations of service quality provided by hotels. The study was quantitative in nature and conducted in the form of a self-administered survey. The findings revealed that the average ratings for expectations were higher than the average perception ratings in all five dimensions of service quality (reliability, empathy, assurance, responsiveness and tangibles). This resulted in a negative total Servqual gap. Tangibles had the largest gap score (-0.59333) when compared with the other gap scores. This implied that guests attached high expectations to the tangible elements of the hotel. In contrast, reliability had the lowest gap score (-0.166) when compared with the other gap scores. Key words: Service quality, expectation, perception, gap scores, hospitality industry.

This study investigates how staycations enhance the experiences of staycationers and foster stakeholder collaboration to promote sustainable tourism. A qualitative case study approach, guided by constructivist narrative inquiry, involved in-depth interviews with 21 key stakeholders and a comprehensive analysis of staycation packages from 10 four- and five-star hotels during a crisis. The study draws on stakeholder, collaboration, and social exchange theories, integrated with triple-bottom-line (TBL) principles, to highlight the resilience power of staycations and its contributions to sustainable tourism development. The findings revealed that staycations significantly enhance the sustainability of the industry. Remarkably, stakeholders demonstrated exceptional collaboration, forming an inclusive public–private partnership to address the crisis and advance sustainable tourism development. It emphasises the need for stronger stakeholder collaboration, advocating for a unified approach to destination management over counterproductive competition. Furthermore, a roadmap is proposed for future investigations, focusing on the role of staycations in promoting positive experiences and enhancing stakeholder collaboration for the sustainable development of the tourism industry during crises. The study emphasised the need for further investigation into specific stakeholders to address competitive imbalances during crises, offering insights that serve as a call to action for practitioners and scholars, thereby laying the groundwork for advancing the industry and enhancing destination reputations.

Managerial competencies of restaurant managers play a major role in motivating employees to be productive and to provide excellent service which, in turn, will lead to customer satisfaction. Drawing upon generational differences in work ethics and values, the authors examine the importance of managerial competencies in three age cohorts. A quantitative research design was selected using a structured questionnaire consisting of five competency domains. Data were collected from 180 restaurant managers and employees in restaurants in the City of Tshwane. The results of the Fisher exact test indicated that the importance of managerial competencies differed significantly in the three age groups. Significant differences existed for three leadership domains, two management domains, one interpersonal and one intrapersonal domain. No significant differences were recorded for the perceptions of the different age groups regarding the importance of the technical domain. For the younger generation, the ability to grant employees the opportunity to grow was regarded as highly important by all respondents. The ability to maintain discipline in the workforce was perceived as less important by the youngest age group when it was compared to the other age groups. The youngest employees felt that the ability to be innovative was not as important unlike the perception of the older age groups. The findings of this study could lead restaurant managers to a better understanding of the different generational groups, how to motivate them thereby ensuring job satisfaction and service quality.

The research landscape in tourism and hospitality often feels like a house divided. On one side, there is the quantitative camp searching for broad, linear patterns; on the other side, there are qualitative scholars who prefer deep, contextual dives. This division suggests that scholars may overlook valuable insights in the middle. Therefore, this study examines how Fuzzy-Set Qualitative Comparative Analysis (fsQCA) and Necessary Condition Analysis (NCA) are transforming the landscape and bridging the methodological and analytical divide. For this purpose, authors analyzed 91 peer-reviewed articles using PRISMA 2020 systematic review principles from six databases. The findings highlight that this multi-methodological triangulation addresses causal asymmetry, acknowledging that the drivers of success are not necessarily mirror images of those of failure. The study implies that, in theory, it bridges the gap between qualitative nuance and quantitative rigor, moving from universal linear assumptions to complexity theory. Methodologically, it allows for a prioritized roadmap in which NCA pinpoints exact operational thresholds and fsQCA provides strategic flexibility. In practice, the findings offer a two-tiered decision-making framework for industry managers: first, addressing non-negotiable bottlenecks, and second, selecting the strategic configuration that best aligns with their unique resource base. The review concludes that, while challenges such as data calibration and interpretative complexity remain, integrating these paradigms offers a more authentic and comprehensive understanding of the volatile landscape of tourism and hospitality.

Staycations have emerged as a compelling alternative to long-haul travel, attracting visitors through their inclusivity, wallet-friendliness, and eco-consciousness. However, significant gaps remain in theory-based research on its role in resilience, effects on staycation experiences, and stakeholder collaboration for sustainable tourism during crises. Thus, this study investigates how staycations enhance the experiences of staycationers and foster stakeholder collaboration to promote sustainable tourism. A qualitative case study approach, guided by constructivist narrative inquiry, involved in-depth interviews with 21 key stakeholders and a comprehensive analysis of staycation packages from 10 four- and five-star hotels during a crisis. The study draws on stakeholder, collaboration, and social exchange theories, integrated with triple-bottom-line (TBL) principles, to highlight the resilience power of staycations and its contributions to sustainable tourism development. The findings revealed that staycations significantly enhance the sustainability of the industry. Remarkably, stakeholders demonstrated exceptional collaboration, forming an inclusive public-private partnership to address the crisis and advance sustainable tourism development. It emphasises the need for stronger stakeholder collaboration, advocating for a unified approach to destination management over counterproductive competition. Furthermore, a roadmap is proposed for future investigations, focusing on the role of staycations in promoting positive experiences and enhancing stakeholder collaboration for the sustainable development of the tourism industry during crises. The study emphasised the need for further investigation into specific stakeholders to address competitive imbalances during crises, offering insights that serve as a call to action for practitioners and scholars, thereby laying the groundwork for advancing the industry and enhancing destination reputations.