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This paper explores how Airbnb hosts' experiences with and responses to the coronavirus disease 2019 (COVID-19) health crisis may differ according to their motivations to host and to the type and spatial layout of their Airbnb accommodation. Based on these insights, the paper reflects on the lessons that are learned for the future of short-term rentals.

This is a qualitative multi-method small-scale case study, which relies on in-depth interviews and a focus group discussion carried out with a group of hosts affiliated to the Airbnb Host Community in Aarhus, Denmark. Informed by an interpretivist approach, the study aims to make sense of people's subjective experiences with hosting on the Airbnb platform, and how they have continued and adapted their hospitality practices during the pandemic.

Participants' adaptive practices vary according to their motivations to host and the type of accommodation that they rent out. Although all hosts in this study now implement more intensive cleaning practices, hosts who stay with their guests onsite tend to take stricter preventative measures to avoid contamination and transmission of the virus in their social interactions with guests. On the contrary, hosts who rent out their entire properties and have minimal contact with their guests found themselves less affected by the pandemic's impacts and have had a continued demand for their properties.

The COVID-19 pandemic has unevenly affected Airbnb hosts. Hosts who share their homes with guests require different adaptations to their daily behaviour and cleaning practices at home than hosts who do not stay with their guests and rent out entire properties. However, unlike professional hosts who largely or solely rely on Airbnb for their income, occasional home-sharing hosts tend to be more flexible in coping with cancelled or fewer bookings.

This study provides novel insights into the uneven impact of the COVID-19 pandemic on participants in the platform economies of tourism. It contributes to existing literature on the impacts of the pandemic on Airbnb's operations by showing how hosts' adaptive practices are informed by their subjective living conditions and the type of accommodation they can offer their guests.

The business intelligence (BI) research witnessed a proliferation of contributions during the past three decades, yet the knowledge about the interdependencies between the BI process and organizational context is scant. This has resulted in a proliferation of fragmented literature duplicating identical endeavors. Although such pluralism expands the understanding of the idiosyncrasies of BI conceptualizations, attributes and characteristics, it cannot cumulate existing contributions to better advance the BI body of knowledge. In response, this study aims to provide an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones.

This paper reviews 120 articles spanning the course of 35 years of research on BI process, antecedents and outcomes published in top tier ABS ranked journals.

Building on a process framework, this review identifies major patterns and contradictions across eight dimensions, namely, environmental antecedents; organizational antecedents; managerial and individual antecedents; BI process; strategic outcomes; firm performance outcomes; decision-making; and organizational intelligence. Finally, the review pinpoints to gaps in linkages across the BI process, its antecedents and outcomes for future researchers to build upon.

This review carries some implications for practitioners and particularly the role they ought to play should they seek actionable intelligence as an outcome of the BI process. Across the studies this review examined, managerial reluctance to open their intelligence practices to close examination was omnipresent. Although their apathy is understandable, due to their frustration regarding the lack of measurability of intelligence constructs, managers manifestly share a significant amount of responsibility in turning out explorative and descriptive studies partly due to their defensive managerial participation. Interestingly, managers would rather keep an ineffective BI unit confidential than open it for assessment in fear of competition or bad publicity. Therefore, this review highlights the value open participation of managers in longitudinal studies could bring to the BI research and by extent the new open intelligence culture across their organizations where knowledge is overt, intelligence is participative, not selective and where double loop learning alongside scholars is continuous. Their commitment to open participation and longitudinal studies will help generate new research that better integrates the BI process within its context and fosters new measures for intelligence performance.

This study provides an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones. By so doing, the developed framework sets the ground for scholars to further develop insights within each dimension and across their interrelationships.