Purpose This paper aims to examine mixed methods research (MMR) that appeared in eight tourism and hospitality journals (“Annals of Tourism Research”, “Tourism Management”, “Journal of Travel Research”, “Journal of Sustainable Tourism”, “International Journal of Contemporary Hospitality Management”, “International Journal of Hospitality Management”, “Journal of Hospitality Marketing and Management” and “Journal of Hospitality and Tourism Research”) from 1998 to 2019. Design/methodology/approach This review paper was a mixed methods design and was conducted in three phases. In the first phase, a content analysis was performed to determine if each article could be classified as non-empirical, qualitative, quantitative or mixed methods. In the second phase, descriptive statistics was used to present the number and characteristics of MMR articles. In the third phase, the contributions of MMR to addressing particular issues in tourism and hospitality studies were investigated. Findings This study identified 753 mixed methods articles, wherein 482 articles (64%) were published in the chosen tourism publication outlets and 271 (36%) in the chosen hospitality publication outlets. MMR studies having a dominant focus on specific methods (459 articles; 61%) outnumbered those having an equal focus on the qualitative and quantitative parts (294 articles; 39%). In case one method was dominant, this was typically the quantitative. Sequential data collection was prevalent in most of the cases (94.2%). The contributions of MMR to addressing generic and specific research problems were also analyzed. Originality/value This is the first comparison of MMR in major tourism and hospitality journals.
Purpose Employee engagement serves as a critical strategy for tourism and hospitality organizations to support their employees and fight adversity. This study aims to investigate the antecedents and effects of employee engagement and examine innovative behavior as a linchpin mechanism for the relationship between organizational engagement culture and organizational performance. Design/methodology/approach This study analyzed the antecedents and effects of employee engagement through a hierarchical linear model that considers both organizational- and individual-level factors. The data was collected through a questionnaire survey from employees of 39 hotels in Guangzhou, China. Findings The results confirmed the significant positive effect of organizational empowerment, leadership and collaboration atmosphere on employment engagement. An individual’s perception of rewards and recognition, distributive justice and procedural justice significantly affected employee engagement. It was also confirmed that employee engagement ultimately improved performance outcomes at the individual and organizational levels. Additionally, the mediation effect of organizational innovation culture on the relationship between organizational employee engagement and organizational performance was confirmed. Practical implications Organizations can improve their performance by enhancing employee engagement, which in turn, can be encouraged by empowering leadership and organizational collaboration culture. Organizations can also improve their performance by providing rewards and recognition appreciated by employees and ensuring justice to them. Originality/value This research contributes to the literature on employee engagement in the hospitality industry by demonstrating how organizational performance can be improved through employee engagement using a multilevel model. The findings highlight that organizations with engaged employees are more likely to achieve an innovative culture, which in turn, leads to organizational success. This study also confirmed that empowerment, leadership and collaboration culture help improve organizational performance in the hospitality industry.
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