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This is the Author’s Original Manuscript of an article published by Taylor & Francis in the Journal of Sustainable Tourism on 16 March 2020, available online at https://doi.org/10.1080/09669582.2020.1738444. In light of the recent conflicts in Carthage over land use, cultural heritage preservation, and sustainable tourism, this work utilized a value-belief-norm (VBN) theoretical framework to consider psychological antecedents of residents’ behavioral intentions to support cultural heritage tourism. As such, personal values, cultural worldview, awareness of consequences, ascription of responsibility, and subjective norms were considered antecedents of intentions to support cultural heritage tourism. Data were collected from 475 Carthage residents in nine neighborhoods adjacent to UNESCO World Heritage Sites using an on-site self-administered questionnaire. The proposed model was assessed through confirmatory factor analysis (to demonstrate sound psychometric properties across all 11 factors within the model), followed by structural equation modelling. Overall, 15 of the 19 proposed hypotheses were supported, ultimately contributing to 28% of the variance explained in residents’ behavioral intentions to support cultural heritage tourism. This work not only provides support for the utilization of the VBN model within the context of cultural heritage tourism, it also deepens our understanding of the theoretical framework through the inclusion of the multi-dimensional construct cultural worldview.

WOS: 000431017900003, The recent theoretical advances in positive organisational variables like authentic leadership and collective psychological capital (PsyCap) provide the credo to test the possible moderating effect of collective psychological capital in the form of team PsyCap. The purpose of this study is to test a model linking authentic leadership with employee cynicism, tolerance to workplace incivility and job search behaviour at the group level. A sample of 331 employees (45 teams) from the hospitality industry in the Arab Middle Eastern context was utilised (Jordan). The findings indicated that authentic leadership was significantly related to the aforementioned variables; and team psychological capital moderated the relationship between authentic leadership and tolerance to workplace incivility. Implications for practice and theory are discussed.