This study examines the influence of COVID-19 on unpaid leave, the direct impacts of psychological contract breach on organizational distrust and turnover intention, and their indirect impact through emotional exhaustion. The study used partial least squares to analyze the data set of 238 questionnaires from hospitality establishments. Results indicate a significant direct positive impact of psychological contract breach on organizational distrust and favorable indirect effects through emotional exhaustion. However, psychological contract breach had no direct effects on turnover intention. The study has equally found the positive effect of organizational distrust on turnover intention. The research provides both theoretical and practical implications and suggests areas for further studies.

This paper develops and tests a conceptual model to examine the effect of a perceived threat of informal actors on the business performance of formal actors. Drawing on a sample of 130 inbound tour operators, structural path analysis shows that the perceived threat of informal actors is positively associated with the formal actors' service quality and customer acquisition efforts, which subsequently are positively associated with an increase in business performance. The perceived threat of informal actors appears to increase business performance only through its influence on service quality and customer acquisition efforts. Based on the findings, actionable recommendations are provided.

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This paper explores the effect of the perceived threat of informal tourism actors on the operational performance of formal actors. Based on data collected from 130 inbound tour operators, the paper develops and tests a conceptual model representing the effect of the perceived threat of informal actors. The analysis has revealed a complementary partial mediation effect of the perceived threat of informal actors on operational performance. The perceived threat of informal actors is significantly associated with operating performance, both directly and indirectly, via increased coopetition among tour operators. The findings provide a basis for theoretical and managerial recommendations.