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PurposeThis paper aims to explore the best practices in marketing strategies for the Malaysian business event industry.Design/methodology/approachA qualitative methodology was adopted to collect primary data from semi-structured interviews. The informants included ten experts from the Malaysian business event industry. The data collected were then grouped using the ATLAS.ti (v.8) software for thematic analysis. A trustworthiness assessment was applied to increase the credibility and ensure the rigour of the qualitative findings.FindingsThe qualitative results revealed the following final themes: event marketing, the marketing plan, the 7 Ps of the marketing mix, strength, weaknesses, opportunities and threats (SWOT) analysis and traditional and digital marketing. Interestingly, three inductive themes were also emerged as follows: relationship marketing, unique selling points (USPs) and key opinion leaders.Research limitations/implicationsThis study looked at Malaysian business events and focused only on findings from the industry expert's perspective. In the future, further investigation may concentrate on other business event industry players such as destination marketing companies, airline operators, travel intermediaries, clients, suppliers, universities and the government.Practical implicationsThe findings offer a holistic approach to increase Malaysia's competitiveness among other primary business event host destinations in the Asian-Pacific, improve its worldwide and Asian-Pacific rankings and better position the country as a preferred business event destination during the coronavirus disease 2019 (COVID-19) pandemic.Originality/valueThis is the first such study to date, which has never been explored in qualitative academic research. This study has substantial implications for various business event industry stakeholders in Malaysia.

PurposePrior studies mostly investigated the relationship between the cognitive characteristics of individuals and their pro-environmentalism, addressing the need for green hotel operators to understand the different green purchase patterns of consumers. The problem is that, although consumers claim they are concerned about environmental issues, their purchasing behaviour does not translate, in practical terms, into actually booking green hotels. In other words, the connection between altruism, environmental knowledge and consumer visiting green hotel is fairly unexplored in the literature. This study aims to analyze the relationships of three types of altruism and two types of environmental knowledge with attitude and intention.Design/methodology/approachAn integrated theoretical research model was used, based on the value–belief–norm theory of environmentalism. The collection of 248 questionnaires was followed by subsequent empirical testing of the proposed hypotheses, which was performed using SPSS and AMOS.FindingsThe resulting outcomes show a significant positive relationship between green purchase attitude and intention. Further, the biospheric, altruistic and collectivistic values, as well as subjective and objective knowledge were shown to positively influence attitude and intention towards green hotel selection, respectively.Research limitations/implicationsBecause of the chosen online sampling method, the research results may lack generalizability. Therefore, researchers are encouraged to test the proposed propositions further.Originality/valueThis paper fulfils an identified need to study how visiting green hotel can be influenced by different types of altruism and environmental knowledge.

Most previous studies of the green purchase attitude–behavior gap of consumers have been rooted in either the theory of reasoned action (TRA) or the theory of planned behavior (TPB), giving...

The success of the hospitality industry is dependent on its employees and their management towards the achievement of the organization's objectives. One of the perplexing concerns gripping the hotel industry is the dearth of qualified managerial and non-managerial human resources that drastically affects the job performance of the hotel employees and the organization as a whole. In the hospitality industry, especially hotels, where guests are treated with passion, the employees' organizational citizenship behaviour plays a crucial role to influence their job performance. This study is aimed at investigating the employees' psychological empowerment traits and their organizational citizenship behavior traits that influence their job performance. The conceptual model of the study is based on social exchange theory. The study's propositions will help review the policies of the hotel industry in terms of human resource management, add value to the existing body of literature, and give strategies for managers and supervisors in the hotel industry to achieve the desired performance through their employees.

The vital role of the private sector in the overall development of a country is crucial as proven by private tertiary industries. Despite its phenomenal success all over the world, private sectors are facing enormous challenges due to frequent turnover of Generation Y (Gen Y). Such phenomena cause massive overt and covert losses. Gen Y workers are optimistic, practical and often have attrition tendencies at workplaces. Extensive literature indicates the turnover problem of Gen Y remains unresolved. Frustration acts as the most crucial factor contributing to frequent turnover. The employers state similar effects. Turnover studies have been performed in the Western sense, though turnover problems exist all over the world, which include a developing country like Bangladesh. Another problem is the turnover rate in the public sector is lower than the private sector. Since each company strives to achieve the best output and lower turnover to avoid brain drain, they refrain from high turnover costs and maintaining competent staff. This quantitative study discovers that there is an urgent need to establish retention-friendly approaches to mitigate Gen Y frustration and retain them in the workplace. Gen Y retention approaches, management initiatives, soft HRM, work–life balance and employee satisfaction are vital resources for Gen Y retention in the private sector.