Issues and challenges in hospitality industry: a case of Uttarakhand (India)

The customers are an essential element for marketing decisions and became a factor decisive to develop collaborations with the company. The study examines the four building blocks of the interaction of the DART model (Dialogue, Access, Risk Assessment, Transparency) in the hospitality industry from the client’s perception. This approach of the research is paramount, as value co-creation and DART model especially are based on a dialogical process between equal partners. That means that the principles of the four building blocks of interaction are equally applied to all the actors involved. This argument is amplified as the dividing line between producers and consumers is barely evident in the service-dominant logic. The exploratory study has been carried out at the Makedonia International Airport in Thessaloniki, Greece. Partial Least Squares (PLS) provides empirical support to conduct the exploratory study.

The Crimea annexation and the military aggression of the Russian Federation, which first began in some territories of the Donetsk and Luhansk regions in 2014 and escalated into a full-scale war on February 24, 2022, resulted in heavy losses of life and a humanitarian crisis, exacerbating economic, political and social instability. To restore Ukraine’s economy, all businesses, including hospitality (hotel and restaurant business) sector, should continue functioning, though it is a challenging but crucial task. The paper aims to analyze the state of the hospitality market in the current war conditions in Ukraine and assess the possibilities of its restoration and development. An online survey was conducted among 282 representatives of the hospitality business in Kyiv, Sumy, Chernihiv, Dnipropetrovsk, Kharkiv, Poltava, Ivano-Frankivsk, Lviv, Ternopil, and Zakarpattia regions. Based on the results, in 2022, almost 23% of hospitality industry representatives suspended their activities, and 54% functioned only partially. Many surveyed hotels and restaurants (36%) have gradually changed and adapted their business strategies. For more than half of the hospitality representatives, expenses increased by 20-50%, and profits dropped by more than 20%. The critical consequences of the full-scale war for the Ukrainian hospitality market are as follows: disruption of supply chains, reduction in consumers’ purchasing power, changes in consumer demand, shortage of certain types of products, shortage of personnel, and business unprofitability.

This study aims to investigate the impact of managers’ transformational leadership on employees’ quality of work life through the mediation effect of firms’ climate of trust in the hospitality industry. The study was conducted with operational employees working in three-star hotels in Bangladesh. Data were gathered from 186 respondents by a structured questionnaire and analyzed by SPSS 21 and SmartPLS 3.0 software. To test the hypothesized model, the study used a partial least squares structural equation model (PLS-SEM) by SmartPLS 3.0. The results of this study revealed the strong direct effects (p < .05) of managers’ transformational leadership (β = 0.433) and firm’s trust climate (β = 0.183) on the employees’ quality of work life with a variance (R²) of 31.9%, and also the significant impact of managers’ transformational leadership (β = 0.599) on firm’s trust climate with a variance (R²) of 35.9%. The study also exposed a significant mediation effect (p < .05) of firms’ climate of trust (β = 0.112) in the relationship between managers’ transformational leadership and employees’ quality of work life. The findings suggest that a trust climate is such an internal mechanism that can convert transformational leadership practices into employee satisfaction with their professional life, while transformational managers can build the climate as well as enrich people’s lives at work.