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This paper aims to explore how artificial intelligence (AI) technologies have redefined the hospitality industry. It develops a theoretical framework to evaluate its impact on employee engagement, retention and productivity levels, stemming from its potential implications for service quality and customer satisfaction.

Based on the exploration of relevant literature, role theory and service-profit chain were used to develop – role-service-profit chain.

Role-service-profit chain is an analytical tool which has strong implications for investment and deployment analysis of the new technologies in hospitality and tourism businesses. It proposes how managers can evaluate how the role expectation of technological innovations relate to service quality and customer satisfaction through its impact on employee-related outcomes (such as employee engagement, retention and productivity), and assess the corresponding impact on profitability and growth, in the context of their own unique internal environment and position in the market.

Although an empirical assessment of the hypothesised relationships in the model is required to evaluate and validate it in the hospitality industry, role-service-profit chain presents promising implications for tourism and hospitality practice and future research.

Role-service-profit chain is an analytical tool from which managers can make improvements on talent and talent management practices and adjust expectations and behaviours in ways that facilitate improvements in service quality and customer satisfaction.

This paper makes an important contribution to hospitality and tourism literature, as it explores how AI technologies implemented to improve on talent and talent management practices impact on service quality and customer satisfaction, and develops analytical tools by which this may be evaluated.

This paper aims to develop a theoretical framework to understand the role of leadership and organizational learning in intra-organizational digital business strategizing, to contribute to our understanding of how digital business strategies emerge.

Based on a theoretical analysis of relevant literature to connect leadership and organizational learning to intra-organizational digital business strategizing, a co-creation model was developed.

The model demonstrates that digital business strategy emerge through the mediating role of leadership and organizational learning processes, facilitated by the moderating effect of contextual factors, which includes; strategic alignment, information technology competence, institutional trust and organizational change readiness.

Two major limitations of this paper that warrant further research are as follows: the paper’s focus on intra-organizational digital business strategizing which excludes collaborative inter-organizational digital business strategizing among network organizations in Industry 4.0; and the need for empirical examination of the model to evaluate and validate it.

This paper offers a framework that will ensure that digital business strategizing maintains a fit between organizational strategy, structure, knowledge, culture, systems and processes that must align together to achieve the desired strategy.

To the best of the authors’ knowledge, this is the first study to explore the extendibility of leadership and organizational learning to digital business strategizing and to propose how digital business strategies emerge.

This chapter aims at setting an agenda for HRIS research from an integrative perspective. This perspective assumes that organization and information systems cannot be separated. By first elaborating on this integrated perspective in terms of a web of causes and consequences of the implementation of IT in organizations, a list of new organizational phenomena is presented. Subsequently, research on HRISs to date is summarized, resulting in the observation that HRIS research needs to be broadened and deepened. In the third section we combine the list of emerging phenomena with how HRISs are being implemented and used in mainly large global companies. We raise a number of critical questions for HRIS research per each emerging phenomena and suggest a number of appropriate research topics.