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This study aims to examine the effects of employee voice (EV) and team-member exchange (TMX) on employee job satisfaction (EJS) and affective commitment to an organization among Gen Y employees of hotel companies in the USA and China.

Using a Qualtrics panel, a self-administered online survey was completed by Gen Y hotel employees in the USA and China. Multiple-group structural equation modeling analysis examined relative moderating effects on the proposed framework.

The effect of EV on EJS was greater in China than in the USA. However, Gen Y hotel employees in the USA who experience high-quality TMX are more likely to have greater EJS than they would in China.

Further studies need to be carried out in other hospitality sectors or non-hospitality business areas with different cross-national contexts.

Chinese hotel managers need to develop effective ways to encourage Gen Y EV. To promote TMX of Gen Y employees in the USA, supporting team-oriented projects and/or evaluations can be an effective way.

This study advances previous cross-cultural studies by focusing on a generation subculture. It makes significant contributions to the hospitality literature, as it is the first among research studies that examines Gen Y employees’ extra-role behavior (EV) and TMX across different national cultures: the USA vs China.

This study aims to examine the relationships among leader–member exchange (LMX), employee voice, team–member exchange (TMX), employee job satisfaction and employee commitment to customer service (ECCS) across the USA and Chinese cultures within the hotel context.

An online survey was completed by hotel employees across the USA (n = 315) and China (n = 363). The data were analyzed using structural equation modeling.

The findings of this study imply that the relationships among constructs between two nations are very similar, with a few significant differences. Specifically, this study shows that there are significant differences between the USA and China regarding the effects of LMX on employee voice, TMX, job satisfaction and ECCS.

The research should be extended with more than two national cultures to increase the generalizability of the research findings. Primary implication is that leader in China, and the USA should seek to build LMX quality to reap organizational benefits.

This study can help global hospitality firms develop management strategies effectively.

The study’s findings provide researchers with a better understanding of the LMX framework across USA and Chinese cultures. It also verifies the underlying relational effects among LMX and its outcomes across different nations, thus offering global hospitality organizations best management practices across cultures. Further, this study seeks to fill gaps in previous LMX and employee voice studies by providing robust explanations of the cultural influences on LMX framework across nations.

The primary purpose of this paper is to develop a parsimonious Consumer Experience Index (CEI) and then identify and validate the dimensionality of the experience concept.

The study employed a four‐step methodology. After conducting a pre‐test and pilot test, data were collected from 397 adults via an online survey. A split‐sample technique was used for the data analysis. The first‐split sample (n=199) was used to conduct the exploratory factor analysis. Reliability, convergent validity, and discriminant validity were evaluated with a second‐half split sample (n=198) from confirmatory factor analysis.

Scale‐development procedures resulted in a seven‐factor model comprised of the following dimensions: environment, benefits, convenience, accessibility, utility, incentive, and trust. Overall, the 26‐item CEI is a reliable and valid measure to determine the underlying components of a consumer's experience.

This study concentrates on an experience based on the general service delivery system rather than a specific industry or business sector. Applicability of this experience measure should also be evaluated in specific, but diverse, business sectors. By understanding these seven dimensions, management can develop effective marketing strategies for providing memorable experience for consumers.

Consumer experience has gone largely unmeasured. Built on the old business axiom that you cannot manage what you cannot measure, this validated CEI tool can provide businesses with an effective new management tool.

In the contemporary hospitality industry, superior customer experiences are essential in gaining customer loyalty and achieving a competitive advantage. However, limited research addresses this subject. The purpose of this study is to advance scholarly research on customer experience management (CEM) in the hospitality field by providing a comprehensive overview of the key elements of CEM, a framework for managing customer experience and a rich agenda for research.

An extensive literature review produces a comprehensive overview of the existing knowledge of CEM. A synthesis of previous literature reveals the need for additional, contemporary information sources. The study is, therefore, supplemented by invited commentaries on CEM from senior scholars and hospitality managers.

The proposed model takes a holistic perspective on managing a positive customer experience, through collaboration among marketing, operations, design, human resources and strategy, in association with technology and social media.

The literature review and commentaries from leading experts reveal six areas for further research on CEM in the hospitality industry.

This study provides a comprehensive, systematic review of CEM literature and detailed understanding of the mechanisms for managing customer experiences in the hospitality industry. It integrates state-of-the-art CEM knowledge in the generic business context, along with principles of hospitality management, and advances CEM research by emphasizing the need for collaboration among marketing, operations and human resources.

The objective of this study was to confirm the dimensions of revenue managers’ proactive work behavior in the lodging setting and to examine the effect of organizational structure on the degree of proactivity in their work behavior.

The data (n = 280) collected from lodging revenue managers was analyzed, using exploratory factor analysis, confirmatory factor analyses and multivariate analysis of variance.

The four factor model was confirmed – Voice, Individual Innovation, Taking Charge and Problem Prevention. Revenue managers who manage multiple properties were found to have greater proactivity than their single property counterparts.

A future study can work exclusively with individual companies to better understand the demographics of the Revenue Manager within specific organizations.

This study enhances our understanding of revenue management activities and behaviors by focusing on the concept of proactive work behaviors, and the complexity of responsibility that revenue managers face. This study is to exhibit a greater measure of proactive work behavior.

This article presents findings of a Delphi study that predicts events most likely to impact marketing to consumers in lodging, food service and clubs segments for year 2007. Two rounds of questionnaires were mailed to panels of industry experts within each sector, with an overall response rate of 42%. Findings suggest that the two overarching marketing trends will be convenience as a driver of consumer choice and marketing to an aging population.

The purpose of this paper is to focus on the emerging phenomenon of medical tourism in the context of Iran from a customer experience management perspective and benchmark of their judgment including positive or negative, of the experience they have achieved of the Iranian health (medical) experience (CE) and suggest scenarios for the improvement of the Iranian customer experience management (CEM).

The research methodologies and research methods that are used in this descriptive-analytical research are based on an inspection of the remarkable literature related to medical tourism and customer experience management. The data gathering instrument is a researcher-made questionnaire based on the variables in the conceptual model extracted from the research literature. The study was conducted from May to August 2019. The population cohort of this study was the foreign patients calling selected Iranian hospitals and the sampling method was a purposive and snowball sample of prospective medical tourists. As the study was conducted throughout Iran, some important hospitals in Iran were selected by stratified sampling Yang et al. (2020b). The sample size and data saturation were 500 participants Lv and Song (2019). The collected data using the questionnaire were analyzed by SPSS software and statistical tests.

According to the results, the customer experience management statistical significance in the task aspect is (p = 0.0523), in the mechanical aspect is (p = 0.0563), in the human aspect is (p = 0.0544). The study showed positive customer experience among the patients who had been treated in the Iranian hospitals.

There is a lack of study that focuses on medical tourism and customer experience management in Iran. Therefore, based on the results of this study, the experience of medical tourists in Iran proved to be positive and satisfying. As little research has been conducted in the area of customer experience management (CEM) in Iranian medical tourism, future researchers can use these valuable results precisely and in more detail to benchmark more accurately the customer experience in all areas of medical and health tourism and other research areas in different aspects of CEM in Iran.