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This study aims to examine the causes of citizenship pressure and to investigate the relationship between citizenship pressure, job stress and turnover intentions. Specifically, the current study examines the effects of the personality trait of neuroticism and the organizational cultures of bureaucracy and the market.

Data were collected from 224 hotel employees in the People’s Republic of China using a self-administered survey questionnaire. The participants completed measures examining citizenship pressure, personality, organizational culture, job stress and intention to quit. Structural equation modeling was used to test the research hypotheses.

The results showed that employees who are more neurotic are more likely to experience citizenship pressure. Moreover, citizenship pressure was found to increase job stress and turnover intentions. However, a bureaucratic culture, which prizes stability, was found to reduce citizenship pressure.

This study presents factors that may influence hotel employees’ perceptions of citizenship pressure and reveals the negative consequences of such pressure. Thus, the study results contribute to a better understanding of citizenship pressure and can be used to develop guidelines to reduce citizenship pressure in work environments.

To the best of the authors’ knowledge, the current study is the first empirical study to examine the antecedents and consequences of citizenship pressure in the hotel industry. Moreover, previous citizenship pressure studies have mainly been conducted in a Western cultural context; it is unclear whether citizenship pressure can be similarly observed in China, where the nature and form of employment relationships differ significantly from those in Western countries.

The service recovery paradox (SRP) refers to a particular effect whereby an excellent recovery can turn angry and frustrated customers into loyal ones. Researchers who have studied the SRP have reported mixed findings, with some providing evidence in its support and others not finding any such evidence. To address this discrepancy, this study aims to investigate the SRP.

This study re-examined the phenomenon of the SRP with a field study and provided further evidence in a subsequent experimental study in which the failure and recovery conditions were carefully manipulated.

The results of this study suggest that the SRP was observed in neither the field study nor the scenario experiment.

This study can influence the current service management of restaurants with regard to service failures in several ways.

This research is a pioneering effort to examine the SRP by conducting both a field study and a scenario experiment.

This study was conducted with the aim of examining important and frequently used managerial competencies for private club managers. Sandwith's five‐competency domain model was applied to private club managers who were members of the Club Managers Association of America (CMAA).

A total of 800 private club managers from throughout the USA were invited to participate in this study. Managers were randomly selected from the Club Managers Association of America (CMAA) membership list.

This study investigated managerial competencies for private club managers. A total of 28 competencies were classified as essential competencies, 120 were classified as considerably important competencies, and three were classified as moderately important competencies for private club managers. These were classified into five domains: the conceptual/creative domain, the leadership domain, the administrative domain, the interpersonal domain, and the technical domain. Leadership and interpersonal competencies were rated as the most important and the most frequently used managerial competencies. These results are consistent with previous research in other segments of the hospitality industry.

This study provides club managers with information on which competencies are important and frequently used to manage private clubs. By measuring the importance of individual competencies, managers can show how critical they are within a particular profession. It is also important to see how often competencies are used in a particular job. The results of this study should help managers and educators identify a list of skills that should be developed in future private club managers through training programs and curriculum offerings.

Previous studies on management competencies in the private club profession have only addressed managers' administrative and technical competencies. This is the only known study of its kind to examine Sandwith's conceptual‐creative, interpersonal and leadership competency domains for private club managers.

The purpose of this study was to update previous studies conducted on important managerial competencies used by private club managers by examining the importance and frequency of use of management competencies applied to the private club industry.

A sample of 800 randomly selected private club managers was used for this study. The study included only active members of the Club Managers Association of America (CMAA).

The results indicate a change in what club managers do between 2002 and today. Except the added competency domains, results are very similar to previous studies. Accounting and finance, human resources and food and beverage competencies remain highly important as well as the most frequently used. The overall importance rating of the leadership domain was categorized as an essential competency with a mean score over 4.50. The other competency domains/clusters overall ratings were categorized as considerably important managerial competencies with mean scores between 3.50 and 4.50.

This paper will help clubs provide appropriate training programs for management staff and also provide a basis for CMAA to develop new professional development programs that would meet manager needs for developing competencies needed for the future.

Managerial competencies are viewed as a snapshot in time in a sense that these studies must be updated over time to incorporate new roles and trends within the industry. The results of this study were compared to previous studies conducted on club manager competencies to see if important managerial competencies changed over time.

This study aims to address how the social structure of the hospitality management field has evolved from 1960 to 2016.

The informal social structure of the hospitality management literature was analyzed by collecting authorship data from seven hospitality management journals. Co-authorship analyses via network analysis were conducted.

According to the findings, throughout the history of hospitality management, international collaboration levels are relatively low. Based on social network analysis, the research community is only loosely connected, and the network of the community does not fit with the small-world network theory. Additional findings indicate that researchers in the hospitality management literature are ranked via degree centrality, closeness centrality and betweenness centrality. Cliques, which contain at least five researchers, and core researchers are identified.

This study helps both scholars and practitioners improve the informal structure of the field. Scholars must generate strong ties to strengthen cross-fertilization in the field; hence, they collaborate with authors who have strong positions in the field. Specifically, this provides a useful performance analysis. To the extent that institutions and individuals are rewarded for publications, this study demonstrates the performance and connectivity of several key researchers in the field. This finding could be interesting to (post)graduate students. Hospitality managers looking for advisors and consultants could benefit from the findings. Additionally, these are beneficial for journal editors, junior researchers and agencies/institutions.

As one of the first study in the field, this research examines the informal social structure of hospitality management literature in seven journals.