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Vaxication (i.e., post-vaccination travel) and branding destinations for COVID-19 safety have emerged as the cornerstones to fully rebound global tourism. Numerous destination brands are now stimulating tourism demand through realigned travel incentives specifically for fully vaccinated travelers. However, there is growing fear and incidents of travel shaming across destinations, especially due to the recent outbreaks of the highly contagious COVID-19 ‘delta and omicron’ variants. Addressing this critical research gap, the present study makes pioneering efforts to empirically examine the effects of COVID-19 branded destination safety (CBDS) on vaxication intentions, under the moderating influence of travel shaming and travel incentives. Drawing on study data from 560 fully-vaccinated residents from Hawaii, United States and structural equation modeling (SEM) with Mplus, the evidence suggests that the positive impact of CBDS on vaxication intention can be further strengthened by travel incentives, or weakened when travel shaming picks up more momentum. Besides the validation of newly developed scales, the study offers strategic insights based on dominant theories (e.g., theory of planned behavior and protection motivation theory) to interpret the changing tourism demand, and to transform the emerging challenges into opportunities through and beyond the pandemic.

Revenge travel has globally emerged as a dominant touristic behavior, signaling a rapid return of global tourism, but with a greater temptation for spending more and staying longer. Despite the expanding focus on global sustainable tourism, there is a lack of empirical evidence on the potential factors that build momentum for revenge travel. The aim of the present study was to develop and test a conceptualized model of revenge travel under the influence of pandemic fatigue, COVID-19-branded destination safety, and travel stimulus incentives. Drawing on the study data of international expats (N = 422) and using covariance-based structural equation modeling (CB-SEM), the findings provide new evidence that revenge travel is significantly and positively influenced by pandemic fatigue. Interestingly, the empirical findings also support two positive moderations, highlighting that COVID-19-branded destination safety (CBDS) and travel stimulus incentives (TI) can significantly increase the impact of pandemic fatigue (PF) on revenge travel (RT). Based on prominent theories (i.e., theory of planned behavior, protection motivation theory, and incentive theory of motivation) and newly developed scales (i.e., RT, CBDS, and TI), the study highlights the dynamics of revenge travel as it sets the stage for global tourism to rebound stronger than ever. The implications include new challenges and ways forward through revenge travel as a stepping stone for global sustainable tourism.

Delay factors are frequent in the construction industry globally, resulting in significant overruns in project cost and time. In context, megaprojects can be more prone to critical delays, hence, demanding a high degree of self-confident leadership. Despite the continuous scholarly attempts to examine mega construction project success, the underlying role of critical delay factors and leadership self-efficacy has been largely overlooked. Hence, to address these rarely examined linkages, the present study empirically explored the effects of critical delay factors (CDFs) on transnational mega construction project (TMCP) success with the moderating influence of leadership self-efficacy (LSE). Based on a study sample (N = 211) extracted from the China–Pakistan Economic Corridor, the hypothesized relationships were tested through partial least squares–structural equation modeling. The study included nine critical delay factors and three subdimensions of TMCP success, derived from previous research. The findings revealed a negative relationship between CDFs and TMCP success, as a 1% increase in CDFs triggered a 28.8% negative change in TMCP success. A positive moderating effect of LSE on the relationship between CDFs and TMCP success was also empirically supported, as 1% increase in LSE resulted in 18.4% positive change in TMCP success. The present study bridges the fragmented literature on critical delay factors in the global construction industry, megaproject success, and project leadership, by providing the first empirical evidence linking these potential relationships. Moreover, the present study also provides an extension to existing studies to identify the role of CDFs and LSE in impacting multi-faceted success (i.e., management success, ownership success, and investment success) in mega construction projects.

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