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This study aims to develop and test an integrative model that examines the effects of customization and perceived employee authenticity on customer delight, which in turn influences customers’ willingness to recommend (WTR) and willingness to pay a premium (WTPP) as outcomes in a hotel context. The moderating role of online review valence in this process is also examined.

This study adopts a 2 (customization: low vs high) × 2 (perceived employee authenticity: low vs high) × 2 (online review valence: negative vs positive) experimental design. A total of 409 US consumers were recruited and randomly assigned to a hotel check-in scenario. Partial least squares structural equation modeling was used to test the hypothesized relationships.

Findings confirmed the role of customer delight in mediating customization and employee authenticity on WTR and WTPP. In addition, perceived employee authenticity was a stronger driver of customer delight for consumers exposed to negative online reviews than for those exposed to positive reviews.

The findings provide useful guidance in designing efficient service strategies for generating a delightful customer experience. Hotel practitioners should provide customized services and manage employees in a way that helps them deliver authentic services that achieve customer delight. Understanding that customer expectations formed through online reviews play a significant role in service evaluations, hotel managers make an extra effort to monitor online reviews and manage customer expectations.

Although existing research suggests that customer delight plays an important role in positive consumer outcomes, there is still potential space to explore the theoretical mediational mechanisms underlying this effect and the moderating effect on this relationship between customer delight and consumer responses. This study contributes by testing the moderating impact of online review valence and the mediating impact of customer delight.

This article offers a perspective on the evolution of strategic planning and strategic planning's implementation, particularly within the context of family business. This paper is structured into three sections: Introduction, literature review (LR), conclusion and practical and theoretical implications. The LR critically examines traditional planning tools and highlights the need for adopting new digital concepts to enhance effectiveness and resource management in family business.

The author employed a LR to synthesize all the information and to identify the authors/articles related to the object of study.

The use of technology to overcome strategic planning pitfalls and leverage emerging technologies while making data-driven decisions is a key factor for family businesses to stay ahead of the curve and achieve sustainable growth.

This study explores the historical development of strategic planning tools and discusses the transformative impact of technology on the traditional landscape, with a specific focus on strategic planning's reflection in family businesses.

This article explores the effect of entrepreneurial orientation (EO), governance and geographic location on the performance of Palestinian family-owned businesses.

This quantitative study uses data collected in the fall of 2022 from 180 Palestinian-owned family companies – 90 were located in Palestine and the other 90 were located in the USA. Using R software, multiple regression analysis was employed to examine the relationships between the constructs that formed the study's conceptual framework.

The results indicate that (1) the risk-taking, innovation and proactiveness dimensions of EO have a significant positive impact on the performance of Palestinian family-owned businesses; (2) Governance moderates the EO dimensions of risk-taking and proactiveness on the performance of Palestinian family-owned companies and (3) geographic location does not moderate the relationship between the EO and performance of Palestinian-owned family businesses.

The current intensified conflict in Palestine warrants exploring the role Palestinian family-owned businesses worldwide can play in rebuilding the local economies of Gaza and the West Bank. The following years will be crucial in determining how proactive risk-taking and innovation will support regional recovery and augment the entrepreneurial and reinvestment capacity of diasporic and home country-based Palestinian family-owned firms. Thus, our study into factors that might enhance these businesses' performance and growth potential is pertinent. A further contribution of this study is new insight into the particularities of Palestinian family-owned businesses, augmenting general theories associated with ethnic and diasporic entrepreneurship.