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This research was conducted with the aim of examining and explaining the effect of strategic leadership, corporate governance, organizational culture, business infrastructure and corporate alignment as determinants of corporate hospitality; testing and explaining the direct effects of corporate hospitality and corporate sustainability.

This research used a quantitative approach with a survey method. The research population was all subsidiaries, branches and departments in PT Pelindo 1 (Persero). The sample size in this research was n = N = 61, which covered 5 subsidiaries, 17 branches and 39 directorates at PT Pelindo 1 (Persero). Data analysis was done with inferential statistics using WarpPLS analysis using the help of WarpPLS package computer programs.

There is a significant and positive direct effect between Strategic Leadership, Corporate Culture, Corporate Governance, Business Infrastructure and Corporate Alignment on Corporate Hospitality which means higher Strategic Leadership, Corporate Culture, Corporate Governance, Business Infrastructure and Corporate Alignment will result in a higher Corporate Hospitality. The analysis also shows that there is a significant and positive indirect effect between Strategic Leadership, Corporate Culture, Corporate Governance, Business Infrastructure and Corporate Alignment on Corporate Sustainability through Corporate Hospitality which means higher Strategic Leadership, Corporate Culture, Corporate Governance, Business Infrastructure and Corporate Alignment will lead to higher Corporate Sustainability through Corporate Hospitality.

The originality of this research can be proven from the lack of research on hospitality. Some other research on hospitality, mostly doing research at airports, hospitals and hotels. However, this research was conducted at the port, where company friendliness is a discipline that includes many marketing studies.

The study investigated the strategic contribution of COVID-19 preventive measures in building corporate reputation in the hospitality industry when mediated with ethical branding.

The hypothesized model was developed and tested using a cross-sectional research design among 404 customers of hospitality organizations (i.e. hotels and restaurants). The collected data were analyzed quantitatively using structural equation modeling.

The results showed that COVID-19 preventive measures are important drivers in building or rebuilding corporate reputation during and after the COVID-19 pandemic. The study also showed that ethical branding acts as a mediator between COVID-19 preventive measures and corporate reputation.

The study used a nonprobability sampling technique, i.e. convenience sampling and a cross-sectional survey research design. It is therefore necessary to be careful when generalizing the findings.

The study recommends that managers in hospitality organizations should ensure proper and effective compliance with COVID-19 preventive measures during service delivery. Among others, the study highlighted areas for further study to include an investigation using a longitudinal approach to observe behavioral changes toward COVID-19 preventive measures and their consequences on the overall corporate reputation of the hospitality industry. This recommendation is based on the fact that, currently, new cases and mortality rates have decreased considerably. As a result, customers in the hospitality industry have started to have different opinions about complying with COVID-19 preventive measures.

The study is among new endeavors to investigate drivers that can rebuild and sustain the corporate reputation of hospitality organizations during a pandemic like COVID-19.

Corporate gift-giving and hospitality are some of the high-risk areas for corruption. This paper aims to see comparisons between the Malaysian Ministerial Guidelines and the UK Guidance and to analyse whether the guideline in Malaysia is adequate in dealing with corporate gift-giving and hospitality.

The methodology used in this paper is qualitative research which is based on data collection through online searches, legal databases, information obtained from articles, books, statutes and related government publications.

The findings show that the statutory guideline in Malaysia is immature, still not adequate, and lacks detailed regulations in determining gifts and hospitality as corruption (unclear boundary), as compared to the UK law which is more detailed.

This paper explains on comparison of corporate gift giving and hospitality practise in Malaysia and the UK based on the statutory guidelines.

The purpose of this paper is to empirically investigate the corporate image as a high-order construct in the hospitality industry. Therefore, it includes an important part of all the agents that contribute to the formation of this corporate image: the clients, the employees and the hotel management.

In order to better conceptualize and understand the dimensions of corporate image in the hospitality industry, a theoretical systematization and analysis of the literature on corporate image definitions and validated scales to date are presented. The primary research is based on a questionnaire survey that emerged from the theoretical model. The collected data were tested using confirmatory factor analysis and covariance-based structural equation modelling (CB-SEM).

Results indicate that corporate image is a high-order construct that includes the dimensions of symbols from servicescape, employees' behaviour, perception of the organization, perception of the management, perception of the service and perception of the hotel.

The application of this paper will enable new research in the corporate marketing literature, while the presented multidimensional approach will support future empirical research on corporate image in hospitality.

The paper contributes to theory by conceptualizing the corporate image as high-order construct. It provides evidence of corporate image multidimensionality, comprising six dimensions. Moreover, the findings provide an insight for practitioners to better understand how to manage hotel image.

Recent developments in the UK corporate hospitality industry are outlined. The progressively more favourable media attention paid to corporate hospitality is assessed and the dangers involved in such developments are discussed.

The purpose of this paper is to assess the level of strategic management topic representation within the academic field of hospitality. The study addresses the following questions: what is the frequency of articles related to the topic of strategy in recent hospitality journals? How does the content of these articles differ from the more general field of strategic management? And, what are the potential gaps where researchers in the hospitality field can make contributions?

This study looks at the number and percentage of strategy-related articles published in leading hospitality journals for 2005 through 2009. The determination of the percentage of strategy-related articles published and categorizing these articles by key strategy topic area required several steps: defining strategic management as an academic area within hospitality; determining key strategy topic areas and key words or terms; and defining characteristics of the hospitality field that may impact what is and what is not strategic management in hospitality. Hospitality journal articles were then coded as strategy-related or other, and (if determined to be strategy-related) the articles were categorized into one of ten key topic areas.

Overall strategy articles represent about 27 percent of the total journal articles from the five-year period. In comparing hospitality journals to the sole top-tier business journal focusing on strategy, this study indicates differences exist among key topic areas of focus. These differences seem to indicate that researchers in general strategic management tend to focus on less applied and more theoretical notions of strategy where researchers in hospitality strategic management tend to focus on more tactical methods when addressing questions of strategy.

The limitations of this study are: the study focuses on four hospitality journals and the top-rated general strategy journal; and categorizing strategy articles was done using inter-judge reliability by the authors. Future research might identify a socially constructed definition of strategic management in hospitality.

The importance of strategic management and strategic thinking in hospitality and hospitality research has never been greater. With increasing turbulence in the global environment, the field of hospitality (and its related research) must assess and provide strategic approaches to address challenges and opportunities for the future.

The value of this study is in providing an overview of what has been studied in hospitality strategy in the recent past and pointing out future research opportunities for hospitality strategic management issues.

The purpose of this paper is to determine the nature and adequacy of corporate social responsibility (CSR) reporting among Zimbabwe's hotel groups.

Content analysis was used to examine websites, annual reports and mission statements of Zimbabwe's hotel groups.

Zimbabwe's hotel groups gave primacy to financial performance rather than social and environmental themes in their CSR reporting. In comparative terms, the hotel groups lag behind some of their developed world's counterparts in CSR reporting.

Future studies may examine the actual CSR practices adopted by Zimbabwe's tourism and hospitality sector. Research efforts should also be directed towards producing a framework to guide the effective design of CSR dedicated pages on corporate websites.

The research findings suggest that CSR initiatives and reporting are still a peripheral issue among Zimbabwe's hotel groups. A need for legal compulsion and third party verification to enhance the hotel groups' CSR reporting was identified. Further, the crafting of CSR policies and their institutionalization are complementary moves that should be adopted by the hotel groups.

This is perhaps one of the first papers exploring CSR reporting in the Zimbabwean hospitality context in particular, and the developing world in general. It is hoped that this paper stimulates further research involving the CSR practices and reporting of the entire tourism and hospitality supply chain in the developing world context.

The purpose of this paper is to identify possible benefits hospitality companies may derive from their corporate social responsibility (CSR) commitments and to explore further value opportunities for these organisations through an alternative approach in their selection of sustainable initiatives.

This paper uses secondary data collected from publications on corporate websites, accompanied by third-party supporting internet-based evidence, for three contrasting companies as follows: Hilton Worldwide Holdings, Inc. (Hilton), Meliá Hotels International (Meliá) and Sun Limited (Sun). Sustainability endeavours for Goals 8, 12 and 17 are analysed and opportunities for inter-sectoral partnerships and customer-centric experiences are considered for these brands to establish value opportunities.

The paper concludes that by integrating sustainable efforts to brand personality, hospitality companies can devise genuine goals, organically incorporating these to the brands’ vision, reinforcing brand equity and creating value, while increasing customer loyalty.

Three diverse organisations were selected for the study. Hilton and Meliá have a worldwide presence and are headquartered in the USA and Spain, respectively, while the third company, Sun, is a relatively smaller example, with properties located in the region of the Indian Ocean. The contrasting selection and comparison of hospitality companies display different approaches in their United Nations sustainable development goals (UN SDGs) efforts as part of their corporate social responsibility offering an ample perspective. The consideration of brand personality and stakeholder priorities offers alternative criteria for selecting CSR efforts in the hospitality industry.

The concepts of corporate social responsibility (CSR) and their link to the United Nations sustainable development goals (UN SDGs) are increasingly important, however prior research on this topic is limited, especially in the hospitality industry. The purpose of this paper is to contribute to greater knowledge on the subject and determine how other hospitality organizations should move forward the two topics were researched using a framework relating to the triple-bottom-line concept with reference to case studies of three hospitality corporations – Hyatt Hotels Corporation, Scandic Hotels AB and the Walt Disney Company.

Most large hotel corporations now report their CSR activities on their corporate websites, which is the most accessible format to find information on activities, and so secondary research was conducted to draw on this. Additional secondary research was undertaken from October 2019 – May 2020 using a number of journal databases including Sage Journals, Emerald Journals, the E-library of the UNWTO and Taylor and Francis Academic Journals. Third-party sites were also leveraged including CSR-Hub, The United Nations and Forbes.

While all three corporations mention their efforts in relation to the sustainable development goals, commitment on what activities contribute to which goals was difficult to discern. Furthermore, while there are some activities that all three contribute to, there are many best practices that could be shared across the industry.

Though the research was limited to secondary sources, the topic is largely unresearched and has the potential to suggest best-practices available more widely across the industry.

This paper aims to identify the key quality attributes a museum or art gallery should possess and enhance to become an attractive business event venue.

The research adopted a two-stage case-study methodology. Firstly, three museums were selected in Manchester, UK, to explore the venues’ approaches to hosting business events. These were the Lowry Art Centre, Salford Museum and Manchester Art Gallery. Secondly, a business event at another museum in the city, Science and Industry Museum, was accessed to explore the audiences’ perceptions and industry requirements regarding the organisation of events in museums. In total, 21 qualitative semi-structured and structured interviews were conducted with the event delegates, event planners and museums’ management.

Thematic analysis was applied to identify three key attributes: venue character, memorability and functionality and feasibility. Venue character refers to the overall appeal of a venue, including its history, status and interior design. Memorability refers to the authenticity and uniqueness of the attendee experience at a corporate event organised in a museum. Finally, functionality and feasibility deals with the availability of functional facilities, space flexibility and diverse venue regulations.

The findings of the research provide valuable insights to both museums and event companies. The research reveals the main benefits and drawbacks of using a museum or an art gallery as a venue for business events and suggests key aspects to consider while staging a business event in a cultural institution. Museums could apply the findings in marketing to emphasise their uniqueness, authenticity and flexibility.