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This study aims to bridge the gaps in the extant literature on memorable tourism experiences (MTEs) and Airbnb by exploring the sources of negative memorable Airbnb experiences among Finnish guests.

This study used a qualitative approach and used data collected through semi-structured interviews. The sampling criteria for selecting participants were that they must be Finnish nationals who had booked and stayed in an Airbnb accommodation within the past 36 months. The participants were selected using a criteria-based snowball sampling technique. A qualitative empirical study was conducted using self-structured interviews that were completed by 18 Finnish tourists who had stayed at an Airbnb property in the past three years.

Three main sources constitute the conceptual framework of a negative memorable Airbnb experience: unclean accommodations, unpleasant host behaviour and poor customer service.

Airbnb management should make efforts to reduce guests’ negative experiences. This goal can be achieved by developing service-quality-management policies and strategies that are standardised, clear and universally applicable to all hosts. In addition, Airbnb management should recruit qualified customer service personnel and equip them with service recovery skills through training and control mechanisms. Such training should focus on upgrading their ability to handle complaints.

This study responds to the need to examine negative incidents that are a part of MTEs and the sources of negative memories. The originality of this study includes the extension of the existing literature on MTEs and Airbnb, as a conceptual framework of negative memorable Airbnb experiences that comprises three main components: unclean rooms, unpleasant host behaviour and poor customer service has been proposed.

This article considers how the evaluation of research teams can better account for the challenges of transdisciplinarity, including their larger team size and more diverse and permeable membership, as well as the tensions between institutional pressures on individuals to publish and team goals.

An evaluation team was retained from 2015 to 2020 to conduct a comprehensive external evaluation of a five-year EPSCoR-funded program undertaken by a transdisciplinary research team. The formative portion of the evaluation involved monitoring the program’s developmental progress, while the summative portion tracked observable program outputs and outcomes as evidence of progress toward short- and long-term goals. The evaluation team systematically reviewed internal assessments and gathered additional data for an external assessment via periodic participation in team meetings, participant interviews and an online formative team survey (starting in Year 2).

Survey participants had a better understanding of the project’s “Goals and Vision” compared to other aspects. “Work Roles,” and particularly the timeliness of decision-making, were perceived to be a “Big Problem,” specifically in regard to heavy travel by key managers/leadership. For “Communication Channels,” Year 2 tensions included differing views on the extent to which management should be collaborative versus “hierarchical.” These concerns about communication demonstrate that differences in language, culture or status impact the efficiency and working relationship of the team. “Authorship Credit/Intellectual Property” was raised most consistently each year as an area of concern.

The study involves the use of a unique survey approach.