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Purpose Adopting Ajzen’s theory of planned behaviour theoretical framework, this paper aims to explore repurchase intentions among short-term rental users and changes in determinants of repurchase intention in the context of the COVID-19 pandemic. Design/methodology/approach Data for the research was collected via a cross-country quantitative survey (N = 1,433) in five European countries: Croatia, Italy, Spain, Turkey and the UK during 2020. Trust, perceived value, authenticity and perceived risk were incorporated into the structural equation model as part of an integrated analysis of antecedents of repurchase intention. Findings Perceived value and authenticity are the key drivers of a positive attitude to repurchase of short-term rentals even after the pandemic. The pandemic modified the role of perceived risk in determining attitude towards short-term rentals as perceived risks could negatively affect attitude and repurchase intention after COVID-19. Trust in the platform and the host became a significant determinant of repurchase intentions after the spread of COVID-19. Research limitations/implications The analysis has shown the link between attitude, subjective norms, perceived behavioural control and repurchase intention, and has thus demonstrated a successful application of the theory of planned behaviour to short-term rental users. Originality/value The results of this study suggest a possible reconceptualisation of repurchase determinants due to the pandemic. The study offers a timely contribution to the research on the impact of the pandemic on the determinants of tourists’ repurchase intentions.

PurposeThis work aims at investigating the variables that foster antifragility in the context of small and medium-sized service companies (service SMEs).Design/methodology/approachThis work adopts an exploratory approach in order to deepen five examples of service SMEs that were able to change their own business models and to reinforce their strategic position while facing the COVID-19 pandemic.FindingsThe ingredients of antifragility ability include: entrepreneurial orientation, context insightfulness and operational dexterity. This article singles out the resources and capacities backing the blossoming of antifragility abilities in service SMEs. Slack financial resources, many and diverse research-and-innovation partners, operational dexterity, fastness and creativity are included among such resources and capabilities.Practical implicationsCrises may occur frequently in many ways; thus, this work provides some guidance geared to services SMEs in order to increase their level of preparedness for future crises and to nurture their ability to transform them into opportunities.Originality/valueDespite many concepts associated with antifragility have been dealt with in literature such as resilience or agility, antifragility is hitherto underexplored. This article is among the first ones to explore factors fostering antifragility in service SMEs.