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This paper aims to examine the relationships between motives, skepticism and brands evaluations in the LGBT-friendly branding hotels context.

An online survey is created and 278 LGBT participants are recruited through a consumer panels firm. The research model is tested through structural equation modeling.

Values-, stakeholder- and strategic-driven motives are negatively related to skepticism, while egoistic-driven motive is positively related to skepticism. Also, sexual orientation openness moderates the relationship between stakeholder-driven motives and skepticism. Finally, skepticism is negatively related to brands evaluations.

The research findings are limited to the LGBT-friendly hotels. However, this research contributes to the CSR and LGBT consumer research by examining the relationships between the four motives and skepticism considering LGBT customers’ sexual orientation openness level.

Hotels should devote greater efforts to communicating that their LGBT-friendly branding efforts are genuine by acknowledging both the social benefits and the business interests.

As more and more hotels promote themselves as LGBT-friendly brands, a key challenge is reducing skepticism by appropriately conveying their motives. This research sheds light on this critical issue.

Although existent research on LGBT-friendliness has established its importance; there is a lack of understanding as to how customers perceive LGBT-friendly branding hotels. This research examines the four motives of hotels presenting themselves as being LGBT-friendly and their relationships to skepticism.

This paper aims to examine the impacts of financial and nonfinancial incentives on the development of employee work motivation and knowledge sharing in the postpandemic environment. The paper further investigates the role of transformational leadership as a moderator in enhancing the relationship between work motivation and knowledge sharing.

Adopting a quantitative approach, the study uses data collected from multiple informants, specifically senior managers, in Nepalese manufacturing and service business-to-business (B2B) firms.

Contrary to prior research, the results reveal that nonfinancial incentives have a stronger impact on work motivation in the postpandemic era. This enhanced work motivation, in turn, contributes to knowledge sharing, with transformational leadership further strengthening the relationship.

The findings suggest that B2B firms should consider moving toward leveraging nonfinancial incentives to motivate employees to develop knowledge sharing initiatives, especially in challenging circumstances such as those experienced in the postpandemic era. In addition, it is recommended that chief executive officers adopt a transformational leadership style to facilitate effective knowledge sharing within their firms.

In a developing economy and amid the challenges of the global pandemic, there has been limited research exploring the possible effects that financial and nonfinancial incentives could have on work motivation and knowledge sharing. This research bridges this gap by providing a fresh perspective on work motivation and knowledge management in B2B firms, contributing novel insights to the literature.