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To better understand how to retain hospitality customers in the fierce competition among mobile applications, this study aims to propose and empirically validates an integrative framework, which elaborates how conscious and subconscious factors, together with affective factors, may induce app loyalty and how brand viscosity moderates such effects.

The authors conducted an online survey to collect data and received a total of 268 valid responses. This study splits the data into two groups (brand viscosity vs non-viscosity). Then, the authors performed a multi-group structural equation modeling with Chi-square difference tests to compare the model between the two groups.

The findings support the integrative model and reveal that the influence of app satisfaction on loyalty is stronger for app users who do not stick to one brand across the website and mobile app channels. Moreover, for those with brand viscosity, habit and switching cost are two significant determinants that exert positive effects in inducing app loyalty.

Brand viscosity across different channels matters for the effects of habit and switching costs in shaping app loyalty. E-commerce managers should elaborate on brand management among various booking channels and establish effective digital marketing strategies to facilitate the formation of usage habits and switching costs and to enhance brand viscosity across channels.

This research advances the knowledge of app loyalty in hospitality by providing a comprehensive explanatory framework from affective, conscious and subconscious lenses. This research is among the first to unveil the impact of brand viscosity on the links between loyalty and its determinants.

This research aims to provide a conceptual framework with the scope to assist in establishing sustainable supply chain clusters (SCCs) by providing an instrument for organisations to enhance the three sustainability dimensions in a dynamic environment.

This research proposes a conceptual framework to enhance sustainability and organisational performance through three theoretical lenses: the system theory, extended resource-based view and the dynamic capabilities (DCs) theory. This approach is carried out through a comprehensive review of the existing literature on SCCs.

Four main propositions are formulated and demonstrated using the developed framework, which expands the discussion about SCCs and their key characteristics in a dynamic environment. This is particularly relevant as it allows empirical testing of the theories in an SCC context.

It can be noted that more extensive research is needed to further understand the issues faced in establishing sustainable clusters. Drawing on the theoretical lenses to establish the framework helps to enhance the understanding and operational capabilities of sustainable SCCs during and after disruptions, such as the global disruption created by COVID-19.

This research paves the way to help organisations improve their adaptability to the dynamic business environment by emphasizing the importance of clustering and linking it to sustainability through DCs to establish a sustainable cluster.

This research aims to guide organisations' use of SCCs as tools to enhance sustainability in a dynamic environment, given that the relationship amongst supply chain cluster design characteristics (SCCDCs), DCs and sustainability remains unexplored. The combination of the three theoretical lenses in developing the proposed framework will assist in further understanding the applicability of these theories when they are considered together.

This study aims to develop a framework to explain the reciprocity of the value co-creation process in mobile hotel booking context and to clarify values for customer and supplier.

A research framework was developed based on the previous literature to derive insights on value co-creation process. Online surveys were conducted among mobile hotel bookers in China. Confirmatory factor analysis and structural equation modeling were used to test the proposed framework.

The findings suggested that suppliers should improve the values for customers (functionality, usability and perceived value) to achieve values for themselves [customer lifetime value (CLV), customer knowledge value (CKV), customer referral value (CRV) and customer influencer value (CIV)]. The relation between satisfaction and CLV was moderated by the CIV from other customers.

Suppliers should enhance customer value from the aspects of functionality, usability and perceived value to earn a competitive advantage. Moreover, for suppliers, non-transactional values such as other CIV play an increasingly critical role apart from economic value for development.

This study not only added empirical analysis on value co-creation in m-Tourism but also extended the current literature by validating a research model which integrates website evaluation research with Kumar et al. (2010)’s customer engagement value framework. Instead of serving as a mediator, mobile app was regarded as one of the indispensable actors involved in value co-creation.