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Purpose The purpose of this paper is to offer a discussion, definition and comprehensive conceptualization of the smart service experience, i.e. the way guests and customers in hospitality and tourism experience and value the use of personalized and pro-active services that the intelligent use of data and technology enable. Design/methodology/approach Based on prior research on service experience, smart services and the differences between regular and smart services, this paper develops a conceptual framework in which the smart service experience is the central construct. Findings The characteristics of smart services (the intelligent, anticipatory, and adaptable use of data and technology) permit customers to experience services that previous conceptualizations of the service experience could not capture. The smart service experience provides empowerment, a seamless experience, enjoyment, privacy and security, and accurate service delivery. The paper also discusses challenges that service firms face in employing smart services, and proposes a future research agenda. Practical implications Both academics and practitioners expect smart services to revolutionize many industries such as tourism and hospitality. Therefore, research is needed to help understand the way customers experience smart services, what values they derive from them and the way service firms can employ them sensibly to enhance customers’ experiences. Originality/value This paper synthesizes insights from the literature on customer experience, smart services and co-creation into a conceptualization of the smart service experience, and distinguishes it from previous conceptualizations of regular services.

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Purpose Uncertain times [e.g. coronavirus disease 2019 (COVID-19)] require service businesses to respond in creative, flexible and resilient ways. This paper aims to develop and test the theoretical relationship between digital transformation and organizational resilience (OR), and the consequences of OR on organizations and employees during turbulent times.Design/methodology/approach A scale development was first conducted with an expert panel. Later, 474 participants who work as employees in small and medium-sized service enterprises were recruited for structural equation modeling (SEM). Exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and path analysis were conducted to test the relationship between dimensions of digital maturity, dimensions of OR and two consequential variables: organizational performance and employees’ state optimism.Findings Strategic technology investment helps organizations to develop systematic control sustain operations in crises but may not directly contribute to employees’ capabilities of accurately understanding external turmoil, actively seeking available resources and rapidly developing adaptive solutions. Transformation management intensity equips an organization with transformative vision, governance and culture, and such transformative built-in leadership enables the organization to embrace employees with talents and innovativeness and help employees grow their capabilities when facing crises. The dimensions of OR have different influences on the organization and employees.Originality/value This research develops and tests the dimensions and measurement items of OR for the services domain and empirically tested how the dimensions of digital maturity influence the dimensions of OR, and how OR influences the organization’s performance and employees’ state optimism.

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Previous studies have shown that destinations must distinguish themselves from competitors and develop experiential offerings that deliver memorable value to consumers. More and more consumers want experiential service during their travel. Despite the gradual increase in research on experiential consumption in tourism, no consensus has yet emerged on what factors of experiential value lead to positive behavioral outcomes in consumer cognitive appraisals. This study used the cognitive appraisal theory (CAT) to investigate the determinants of consumer emotional responses, as well as how evoked emotions affect behavior in tourism. Study findings contribute to the existing body of literature on the ability of CAT to illustrate how the experiential value of “fun” influences on-the-spot behavior. This study also helps tourism destination marketers by providing a clear picture of how to elicit positive emotions among tourists for a tourism destination that leads to positive behavioral outcomes.

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