Purpose This study aims to examine the effects of three aspects of perceived advantage (i.e. time-saving, money-saving and convenience) on Chinese consumers’ continuance usage intention and behavior of using tourism mobile applications (apps) in the context of Chinese society and culture. Design/methodology/approach Survey data were collected at 20 key tourist attractions in Jinan, China from tourists who visit the attractions. Structural equation modeling was applied to test the hypothetical model. Findings Empirical findings revealed that time-saving directly affected consumers’ continuance usage intention but did not influence user behavior; on the contrary, money-saving had a direct effect on user behavior, but not on intention. Convenience was found to affect both intention and behavior and had a much stronger total effect on user behavior than time-saving and money-saving. Research limitations/implications The study findings offer insights into the further development of tourism mobile apps. While money-saving can be an effective marketing offer for user adoption of tourism mobile apps, tourism mobile apps operators should further tap into the value of time and convenience in designing and developing tourism mobile apps. Originality/value The study expands on practical knowledge of Chinese consumers’ behavior toward using tourism apps.

Customer engagement involves customers’ interactive experiences with a brand or service provider. Focusing on the hotel industry, this study investigates the role of customer interactivity, positive affect, and employee motivations in enhancing employees’ innovative behaviors under the S-O-R (stimulus–organism–response) framework. Using data collected via a mixed-mode quantitative survey of 830 Chinese hotel employees, the authors developed and tested a structural model. The findings suggest that customer interactivity, positive affect, and motivations as influential factors affect employee innovative behavior. Specifically, customer interactivity influences employee innovative behavior directly and indirectly through positive affect and intrinsic and extrinsic motivations. Theoretically, the study clarifies the mechanisms underpinning the effect of customer interactivity on employees’ innovative behaviors and extends the S-O-R model by applying it in the organizational behavior domain. Practically, the results highlight a need for reward systems to incorporate measures of employee performance in relation to fostering customer interactivity and engagement.

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