PurposeThe paper aims to examine the relationship between the key antecedents of hotel information management system (HIMS) adoption and innovative work behavior (IWB) with attitudinal engagement as a mediator.Design/methodology/approachSurvey data were obtained from 297 full-time employees in five-star hotels in Uganda. With the help of Analysis of Moment Structures (AMOS), seven hypotheses were tested and analyzed using structural equation modeling (SEM).FindingsBoth perceived usefulness and perceived ease of use are significant determinants of IWB. The study also confirms attitudinal engagement as a significant predictor of IWB. Importantly, attitudinal engagement was found to be a partial mediator in both the perceived usefulness and the perceived ease–IWB relationships.Practical implicationsThe study’s findings will guide managers in formulating policies that promote employee display of vigor, absorption and dedication to work. Hospitality and tourism firms can now keep their workers abreast with the latest technology at work so as to help them exhibit engagement tendencies as well as generating new ideas for the organization.Originality/valueThe proposed framework provides a fresh theoretical explanation for IWB in hotels with perceived technology beliefs and attitudinal engagement as major drivers, hence contributing to the current state of knowledge. The study demonstrates that engagement acts as a link for the transfer of part of the contributions of both perceived usefulness (PUHIMS) and perceived ease of use of HIMS (PEUHIMS) into IWB.

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PurposeThis qualitative research aimed to explore the relationship between adaptive dynamic capabilities and resident loyalty formation among African-ethnic restaurants (AERs) during COVID-19 in East Africa.Design/methodology/approachAnchored on the dynamic capabilities perspective, the study uses eight case studies to obtain data based on restaurant owner-managers' lived experiences.FindingsThe paper presents six factors: (1) sensory quality promise, (2) service personalization declaration, (3) openness of technology adoption, (4) healthy food and safety assurance, (5) authenticity pledge and (6) diversity provision as prerequisites for resident loyalty formation. The findings suggest adaptive capacity as an appropriate alternative for stimulating resident loyalty formation during difficult times.Practical implicationsThe findings help managers in formulating strategies that facilitate residents' display of willingness to revisit and/or recommend others. The local restaurants can now keep modifying and adjusting their practices and processes so as to exhibit the ability to handle customer unique demands during difficult times.Originality/valueThrough this work, a model of adaptive capabilities as enablers of resident loyalty formation is proposed, hence contributing the existing body of knowledge.