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The purpose of this paper is to analyse factors influencing the propensity to share travel experiences in social media during a trip, across a sample of Millennial and Generation Z consumers in three different countries.

An online survey was sent to consumers between 16 and 30 years in Sweden, UK and India. Structural equation modelling and multigroup analysis was conducted to compare results between countries and generations.

Young travellers’ need for uniqueness (NFU) and opinion leadership (OL) with regard to travel tends to increase their propensity to share travel experiences in social media during a trip. Reflected appraisal of self is strongly related to NFU and OL and may therefore indirectly influence the propensity to share. Some differences were found between generations and countries.

Future research could consider comparisons between travellers from younger and older generations. The hypotheses formulated in this study could be tested in other countries. Further adaptions or extensions of existing NFU scales to fit in the travel and tourism context are suggested.

Millennial and Gen Z consumers will constitute an increasing part of travellers and visitors in the future. Through a better understanding of their behaviour, tourism managers can design strategies to engage them and increase electronic word-of-mouth (eWOM).

This study contributes by addressing the lack of research on “self”-related drivers of eWOM in general social media during the trip, and by providing an international perspective through cross-cultural comparisons.

Managers play a critical role in shaping the development of firms due to the risky and long-term nature of innovation. Although the managerial effect on strategic change has long been factored into organizational theories, scholars still lack a complete understanding of the specific managerial capabilities that drive innovation in today's digital economy. The present study builds on dynamic managerial capabilities theory to close this research gap. The paper proposes managers' dynamic capabilities and their three underlying drivers – managerial human capital, social capital, and cognition – as a direct antecedent to digital firms' innovativeness.

The study draws on survey data from German Industry 4.0 manufacturing firms, which were analyzed using regression analysis.

The results confirm managers' dynamic capabilities as facilitators of innovation. In contrast to previous research on nondigital industries, the findings demonstrate that only the complete portfolio of managers' dynamic capabilities promotes innovativeness in digital firms. The study provides evidence for the importance of dynamic managerial capabilities in the digital economy yet contradicts previous research on nondigital industries related to the advantageousness of managers' human capital, social capital, and cognition for innovation.

The study contributes to the literature by being the first to holistically test the effects of dynamic managerial capabilities on innovation in digital firms. The results offer a nuanced account of managers' dynamic capabilities, thereby expanding dynamic managerial capabilities theory to the digital economy.