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This study evaluates whether the Value Co-creation (VCC) process in hotels contributes to positive guest experience and satisfaction. This paper utilizes the DART model (Dialogue, Access, Risk, and Transparency) as the main framework to explore VCC in hotels. This research is the first to both adjust the DART model to a customer’s viewpoint and evaluate it in the hotel context. The included data is derived from 484 international tourists lodged in Greek hotels and is analyzed with the structural equation modeling technique. Results suggest that the Dialogue component of DART does not affect the positive experience, while Access, Transparency, and Risk Assessment do, in fact, strongly influence tourist satisfaction. The current study enriches and consolidates VCC–DART theory in the hotel context.

Using the DART (dialogue, access, risk, and transparency) model as a core framework of value co-creation (VCC), and in the context of hospitality services, this study explores the role VCC might have in customers’ perceived value (PV). The study delineates two characteristics of PV—perceived quality and price—as sources for competitive strategy. It attempts to establish the existence of an effect of VCC implementation on these sources of strategy, as well as the intensity of the effect.The study's data were collected via self-administered questionnaires from 484 tourists on their return home. Through structural equation modelling, we tested our research hypotheses. The research results indicate that transparency and risk affect a hotel guest's perceptions of price and quality, while access only determines the quality. Contrary to what we expected, dialogue did not have a positive influence on the perceived price or perceived quality. Finally, the results support the notion that perceived quality affects the perceived price.As a firm-orientated model, the DART model was applied to the customer context for the first time in this study, which contributes to the marketing literature.

Purpose – Our study examines the influence that employee diversity has on human resource management (HRM) practices and organisational performance, considering the moderating role of organisational culture, in particular, cultural dimensions such as individualism–collectivism and hierarchical distance. Design/methodology/approach – Through an empirical investigation of 102 Spanish firms using partial least squares-structural equation modelling (PLS-SEM), we evaluated our hypotheses. Findings – Our results show a positive correlation between employee diversity and HRM practices where such practices encourage employee commitment rather than control. Thus, we identified a non-linear relationship between HRM practices and organisational performance. Originality/value – The study considers the role played by environmental and contextual factors, such as organisational culture. The configuring of HR practices may help to reduce the possible costs derived from a diverse staff and improve their skills in favour of better organisational performance.