Purpose This paper aims to provide a comprehensive, structured, objective bibliometric review of the main leadership styles investigated in the hospitality industry from 1977 to 2021 (September) and depicts this field’s conceptual structure. Design/methodology/approach Bibliometric analysis techniques such as bibliographic coupling were used using several software applications (VOSviewer, BibExcel and Pajek, among others) to identify trends and research gaps in this literature. The paper provides an overview of the evolution of research activity on different leadership styles that yields important insights into research trends, most-researched themes, main authors and key journals. Findings A total of 287 publications on leadership from the Web of Science and Scopus databases were summarized. The number of studies on leadership has been growing since 2013, evincing persistent interest in the topic. Eleven main streams of leadership research in the hospitality literature were detected and characterized, with transformational and servant leadership emerging as the most common approaches. Possible evolution of the topics and future research lines were also identified. Research limitations/implications The findings can guide practitioners and scholars to further explore and implement emerging leadership styles in the hospitality sector. The paper also presents future research avenues to advance the field of leadership. Originality/value The current review provides a valuable framework for examining key leadership styles, understanding the most-researched styles and illustrating leadership's critical role in organizational and individual outcomes in hospitality businesses.

Highlights Governments, tour operators, and competitors are crucial to overcome epidemic outbreaks. Finance, labor and taxation are the key areas in the relationships with governments. Hotel chains should reduce their dependence on tour operators. Competitors should collaborate to promote their destination and a regulatory framework.

The field of mergers and acquisitions and sustainability has been expanding in the last years; consequently, there is a need for a systematic review of the existing body of knowledge. This article aims to fill this gap by providing an overview and synthesis of the research topic. The specific objectives are (1) to assess the academic impact, and (2) to determine the structure of the topic. To achieve these goals, a bibliometric analysis will be carried out through a selection of articles taken from the WoS database from 1900 to 2019. First, the historical evolution of publications will be addressed, the distribution of articles by journal and by individual author, as well as the total number of citations per article. Second, this article will develop networks of co-citations of authors and journals and co-word analysis by using VOS Viewer software. The global results will provide insights into the nature and trends of research on mergers and acquisitions and sustainability.

The study of work–life balance has undergone significant development in recent years as a result of changes in society and the growing importance of human resources (HR) for companies. Taking into account that human capital represents a critical success factor for businesses, the current context requires the development and implementation of HR management strategies aimed at attracting and retaining the most talented workers in order to obtain the expected results. The objective of this paper is to present an integrated model of work–life balance strategies, including the impacts of the different policies and practices on the retention of talented HR, which can be a basis for further academic developments on this subject, as well as a roadmap for managers. Hence, we will analyze a case study carried out in a multinational company—a leader in the technology and tourism sectors, and importantly dependent on valuable human capital, for which the HR strategy aims to improve the performance of the firm in the medium and long term through analysis, planning, and flexibility.

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