Following the Reasonable Person Model, this study examines the effects of destination fascination on subjective well-being and destination attachment as well as looking at the subsequent outcome of destination loyalty. A total of 936 responses were collected from tourists to national parks (302), forest recreational areas (300), and theme parks (334). The results of this study prove the effect of destination fascination on improving subjective well-being and destination attachment and shows the effects of subjective well-being and destination attachment on enhancing destination loyalty. Subjective well-being and destination attachment fully mediated effects from destination fascination to destination loyalty. Moreover, extensive validity of the proposed model was verified by engaging different destination types. The findings of this study enrich the base of knowledge about destination fascination in the tourism academy and contributes practical implications for destination management and marketing.

Purpose: Different from the previous organizational citizenship behavior (OCB) literature, this study aims to propose an OCB-O (organizational citizenship behavior toward organizations) and OCB-I (organizational citizenship behavior toward individual coworkers) driven mechanism for the formation of OCB-C (organizational citizenship behavior toward customers). Based on the social exchange and agency theories, the authors propose that perceived leadership support and work autonomy contribute to both OCB-I and OCB-O, which contributes to proactive and reactive customer service attitude as well as OCB-C. Design/methodology/approach: A three-wave survey was conducted in five-star hotels in Mainland China, and a sample of 410 hotel frontline employees was used to test the model. Findings: Findings of the study suggested that perceived leadership support positively led to OCB-O and OCB-I while work autonomy led to OCB-I, demonstrating the importance of employees’ perceived leadership support on motivating employees to perform OCB-I and OCB-O. OCB-I and OCB-O directly improved OCB-C, confirming the proposed spillover effect from OCB-I and OCB-O to OCB-C. OCB-I supported both proactive and reactive customer service attitudes, revealing OCB-I as more effective than OCB-O on influencing employees’ service attitudes. Furthermore, OCB-I, OCB-O and proactive customer service attitude lead to OCB-C. Practical implications: This study suggests that it is important for leaders to show care and support to employees and design jobs with a certain level of flexibility, so that employees are motivated to go the extra mile to do a good job. When employees make helping others a habit, they will provide more genuine care to customers and do a better job in serving customers. Originality/value: This study supports the spillover mechanism of OCB-I and OCB-O on OCB-C. Specifically, the spillover mechanism starts from a workplace-driven model with employees’ perceived leadership support and work autonomy to enhance OCB-O as well as OCB-I. Then, spillover effects stem directly from OCB-I and OCB-O to OCB-C and indirectly to proactive customer service attitude.