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This study aims to investigate the intellectual structure of leadership research in the hospitality industry through citation, co-citation and heat map analysis.

Systematic bibliometric mapping was done using citation and co-citation analysis. This study covered journals from 1985 to 2020.

After reviewing 172 published articles with 10,276 citations, results identified five main clusters.

Hospitality managers can choose certain qualities (i.e. charisma, individualized consideration) or use servant leadership characteristics (i.e. selflessness) to direct employees toward more discretionary behavior.

Former holistic studies on leadership applied different approaches, such as review studies (i.e. systematic review and meta-analysis) or evaluative studies (e.g. productivity measures). It mainly focused on extending the understanding of different leadership types in tourism and hospitality. Nevertheless, relational studies (e.g. citation analysis, bibliographic analysis) remained untouched.

The purpose of this study is two-fold. First, it systematically reviews and synthesizes research on servant leadership in management and hospitality management literature. Second, by reviewing and comparing the characteristics of the hospitality industry and servant leadership attributes, this study provides insights concerning the conceptualizations and theorization of servant leadership in hospitality management and discusses future research directions.

The current study reviewed 106 articles published during the period of 1970 to 2018 in hospitality management and broader management literature.

The characteristics of the hospitality industry and servant leadership attributes were found to be mutually inclusive, both consisting qualities such as trust, integrity, honesty, care, servant behavior, listening and community focus.

Scholars should concentrate on exploring what makes servant leaders unique in the hospitality industry.

The study reviews the hospitality characteristics, and servant leadership attributes offer new research avenues.

This paper aims to propose a “Four-F (finding facts, fostering alternates, fulfilling implementation and feasibility testing)” action plan to global food service businesses (FSB) such as restaurants (dine-in/take away) to build resilience during times of global crises. The 2019 Coronavirus disease and FSBs apply as working examples elaborating the proposed Four-F action plan with several managerial implications for the internal and external stakeholders of FSBs.

The method involves reviewing and coding 108 articles using the PRISMA approach, then applying findings to develop the Four-F action plan integrating multiple theoretical concepts (such as stakeholder, crisis management and dynamic capabilities).

There are two key findings. First, though all four crisis phases should be considered by decision-makers as part of their contingency planning process, the pre and post-crisis stages need higher attention. Second, the Four-F action plan provides specific recommendations to FSBs stakeholders (consumers, suppliers and government) for each crisis phase (pre-crisis, crisis emergence, crisis occurrence and post-crisis).

To the best of the authors’ knowledge, this is the first paper that has incorporated multiple theoretical frameworks (stakeholder theory, crisis management and dynamic capabilities) within the FSBs context and provided the Four-F action plan for decision-makers to understand and manage crisis phases.

Numerous scales have been developed and utilized in the tourism and hospitality field, yet, their psychometric properties have not been systematically reviewed and evaluated. This gap compromises researchers' ability to develop better measures and improve measurement decisions. In this current study, 56 scales were identified and evaluated in terms of their psychometric properties. It was found that most scales were imperfect in measuring tourism and hospitality domains, and most scales did not provide explicit information about the scale development procedures that were adopted. The scale development procedure and psychometric properties of the reviewed scales are summarized, evaluated, and recommendations are made for future tourism and hospitality scale development.

The purpose of this study is to investigate the potential effects of nepotism on human resource management (HRM) practices through the use of Turkish Cypriot hotel employees in three, four, and five star accommodation establishments in Northern Cyprus.

Questionnaires were distributed to full time hotel employees in three, four, and five star hotels in Northern Cyprus. Of the 500 distributed, 257 usable questionnaires were retrieved. A judgmental sampling approach was used.

The principal finding is that nepotism has a significant negative effect on HRM, job satisfaction, quitting intention, and negative word of mouth. The study also shows that HRM exerts a significant positive effect on job satisfaction.

This study reveals that nepotism is an unprofessional phenomenon that provides benefits merely to the family members or close friends. Therefore, nepotism paralyzes human resource practices and affects the level of satisfaction among employees. Although the job opportunities are limited in the hotel industry in north Cyprus, employees may think of quitting their jobs or using negative word of mouth if their job satisfaction level is not enhanced. Customers perceive and evaluate the quality by considering the attitude, behavior and tone of the voice of employees. Therefore, priority of satisfaction has to be given to the employees in order to satisfy the customers. There are several limitations to the current study. In future studies, other variables such as role stress, organizational commitment, and different facets of job satisfaction may be used in order to examine the probable relationships. Secondly, future research with larger sample size elsewhere would be productive to provide a support for the generalization of the present findings. Thirdly, this study employed judgmental sampling approach. Future studies may use probability‐sampling approach in order to support the current study findings.

This study is necessary and useful for three reasons. Firstly, it investigates the possible impacts of nepotism on multiple organizational dimensions, which is a relatively virgin area. Secondly, the effects of nepotism have been mostly examined at the macro level resulting in a paucity of empirical research especially at the organizational level. Thirdly, the study provides some propositions and managerial implications to owners, managers, and employees in North Cyprus where the tourism and hospitality industry constitutes an essential part of the economy.

A range of organizational culture scales have been developed and applied in various industries. However, the measurement of organizational culture is noticeably different according to industry. Measuring organizational culture, specifically as it relates to the hospitality industry, is also a research area that has remained relatively unexplored. The purpose of this chapter is to discuss some essential problems and gaps existing in the previous studies. This chapter also presents a new scale entitled the “hospitality industry organization culture scale” that applies specifically to the hospitality context, and contributes to our understanding of organizational culture within this context. A multidisciplinary and mixed-method research approaches were followed in order to develop a new organizational culture scale for the hospitality industry. The findings suggest that the hospitality industry has unique cultural characteristics that are distinguished from similar industries.