Chapter 1 - Who are generation Z? By Nikolaos Stylos, Roya Rahimi, Bendegul
Okumus and Sarah Williams
Generation Z or Gen Z, also known by a number of other names, is the demographic cohort after the Millennials. There is little consensus regarding their start and ending birth years. Current chapter will focus on the main demographic characteristic of this cohere along with try give a unique date and age range definition. The chapter will also address the factors that separates Generation Y, X, and Z.
Chapter 2- Digital Natives leading the world: the leadership styles of Generation Z By Rohan Bhalla-Researcher, Pinaz Tiwari-Researcher and Dr. Nimit Chowdhary
The subtle art of leadership is crafted to cater individual's growth in the ever-changing dynamics of the business environment. The technological advancements have made the regime of the business world well ordered. The most vital component, the human resources, still prevail as the most fragile and crucial element of the business organizations. Human touch in the service industry is of utmost importance and thus, dealing with them requires appropriate style of leadership. Generation Z also known as internet generation, is well connected at the global level and has access to the information floating in the world. They are the ones who are socially and technologically advanced and believe in visual displays. They are educated and sophisticated and thus, the old of school of leadership is somehow not applicable on them. Being the young generation, there are few people of Generation Z who are leading by examples especially in Tourism and Hospitality sector. Hereby, we propose to write a chapter keeping in consideration:
· The characteristics of Generation Z
· The characteristics of Generation Z leaders of tourism and hospitality sector by stating some real time stories in form of case let's and thereby drawing the inferences on the leadership style.
· Based on these cases we would be discussing the leadership styles, patterns and changes that have been demonstrated by Generation Z leaders and this will help the readers to understand the attributes of Generation Z.
References
Al-Asfour, A. (2014). Strategies for leadership styles for Multi generational workforce. Journal of leadership, Accountability and Ethics, 58-69.
Anderson, H. J., Baur, J. E., Griffith, J. A., & Buckley, R. M. (2016). What works for you may not work for
(Gen) me: Limitations of present leadership theories for the new generation . Elsevier , 1-16.
Dill, K. (2015, November 6). 7 things employer should know about the Generation Z workforce. Retrieved from www.forbes.com: https://www.forbes.com/sites/kathryndill/2015/11/06/7-things-employers-should-know- about-the-gen-z-workforce/#5ac8ac5efad7
Elmore, T. (2014, August). Growing leaders. Retrieved from growingleaders.com:
https://growingleaders.com/blog/generation-z-differs-generation-y/
Kelly, M. (2019). When generation Z hits the workplace. Retrieved from Productive leaders.com:
https://productiveleaders.com/when-generation-z-hits-the-workplace/
Patel, D. (2018, September 17). 8 ways generation z will differ from millenials in the workplace. Retrieved from leaderonomics.com: https://leaderonomics.com/functional/generation-z-millennials-workplace
Chapter 3 - New sheriff in town? Discovering Generation Z as tourists: A perspective - by Irene (Eirini) Kamenidou, Aikaterini Vassilikopoulou and Constantinos Vasilios Priporas
Generation Z is an exceptionally important cohort for the tourism industry as it has started impacting the global economy as workforce and tourists. This generation is considered as one of the most open generations in terms of tourism and leisure activities. It can be anticipated that the value and contribution of Generation Z in the tourism industry will be more noticeable in the forthcoming years. Generation Z is the first generation that grew up in a digital world due to information and communication technological advancement. In this context, tourism can be seen by Gen Zers as an alternative which allows them to access real life experiences and social values. This chapter contributes to the limited academic literature on Generation Z in the tourism context by offering an overview on the newest tourism segment which will influence the tourism sector's future agenda. Furthermore, recommendations for strategic tourism planners are discussed.
References
Globetrender. (2017). from boomers to gen Z: travel trends across the generations. https://globetrender.com/2017/05/19/travel-trends-across-generations/
Haddouche, H., & Salomone, C. (2018). Generation Z and the tourist experience: tourist stories and use of social networks, Journal of Tourism Futures, 4(1), pp. 69-79.
Kamenidou, I. C., Mamalis, S. A., & Pavlidis, S. (2019). Segmenting the Generation Z Cohort University Students
Based on Sustainable Food Consumption Behavior: A Preliminary Study. Sustainability, 11(3), 837.
Kamenidou, I. E. C., Mamalis, S. A., & Dimitriadis, E. (2018). Generation Z perceptions of quality certification: A
cross-national study. International Journal of Food and Beverage Manufacturing and Business Models (IJFBMBM), 3(1), 23 -41.
Niemczyk, A., Seweryn, R., & Smalec, A. (2019). Z generation in the international tourism market. Proceedings of
38th International Scientific Conference on Economic and Social Development - Rabat, 21-22 March 2019, 123-132.
Priporas, C. V., Stylos, N., & Fotiadis, A. K. (2017). Generation Z consumers' expectations of interactions in smart retailing: A future agenda. Computers in Human Behavior, 77, 374-381.
Rezdy (2018). Generation Z: An in-depth look into the travel segment [Infographic]
https://www.rezdy.com/blog/generation-z-depth-look-travel-segment-infographic
Setiawan, B., Trisdyani, N. L. P., Adnyana, P. P., Adnyana, I. N., Wiweka, K., & Wulandani, H. R. (2018). The profile
and behaviour of 'digital tourists' when making decisions concerning travelling case study: Generation Z in South Jakarta. Advances in Research, 17(2), 1-13
Tavares, J. M., Sawant, M., & Ban, O. (2018). A study of the travel preferences of generation Z located in Belo
Horizonte (Minas Gerais-Brazil). e-Review of Tourism Research, 15(2/3). http://ertr.tamu.edu
Vargas Sánchez, A., & Perano, M. (2018). Halal Tourism through the lens of generation Z in a Muslim majority country: Implications on tourist services. International Journal of Business and Management, 13(9), 36-49.
Chapter 4 - Generation Z and Digital Influencers in the Tourism Industry By
Danielle Barbe and Larissa Neuburger,
Social media has become a vital tool for word-of-mouth communication due to the importance consumers place on social ties and trust in the source of information. A growing trend in online marketing is the use of digital influencers. With influencer marketing, products/services are marketed through an individual viewed as being influential. These individuals are often not a celebrity, but a "micro-celebrity" who gained popularity through the strategic cultivation of an online audience, specifically through social media. These digital influencers sway their audiences' opinions and are viewed as more relatable, and therefore are a powerful mechanism for eWOM. Instagram and YouTube are popular platforms for digital influencers due to their extensive reach and focus on visual content. As tourism is uniquely visual, influencers frequently use these platforms for sharing videos, images, and opinions about destinations. Since 45% of Generation Z are "almost constantly" online (Anderson & Jiang, 2018), and visual platforms, such as YouTube and Instagram, are most popular among this group, digital influencers have a strong presence in their lives.This book chapter will discuss the ongoing trend of tourism and hospitality marketing to Generation Z through digital influencers and important implications for the industry
References
Anderson, M. & Jiang, J. (2018). Teens, social media & technology 2018. Pew Research Center. Retrieved from https://www.pewinternet.org/2018/05/31/teens-social-media-technology-2018/
Chapter 5 - Title of chapter: Perceptions of Gen Z tourists on Street Food in
Hong Kong By Dr Derrick Lee Choong Hiong and Dr Chen Tingzhen
The chapter examines Gen Z tourists' perceptions of patronizing street foods in Hong Kong. Tourists' perceptions of a destination can be enhanced with satisfying food tourism experience. Tourists are keen to explore local street food to enjoy cultural experience. Promoting street food is controversial as it has risk of food safety and hygiene issues. The study focuses on Gen Z as there are limited studies on street food in Hong Kong and Gen Z (college students) are important to food service industry as they are adventurous to novelty food. The study is timely as Hong Kong Tourism Board (HKTB) focused on promoting street food and food trucks to boost visitor arrivals. Findings revealed the five factors of 161 respondents such as; etic destination image, local emersion, e-WOM, emic food characteristics and safety/hygiene. Further analysis suggest that the Chinese Gen Z tourists are more knowledgeable and hence more likely to consume street food in Hong Kong, compared to Western tourists from USA, Canada, Australia, New Zealand and Europe. Findings from the study provide useful insights to destination marketers regarding Gen Z tourists' perceptions and suggest strategies for promoting Hong Kong as a gastronomic destination.
Chapter 6 - Designing Marketing Strategies for Religious Sites based on Generation Z Visiting Motivations: The case of the Holy Mountain of Greece By Irene (Eirini) Kamenidou , Aikaterini Vassilikopoulou and Constantinos Vasilios Priporas
Religious tourism has existed since antiquity, with millions of people travelling to visit or worship a holy place or site and refers to the tourism that has as final destination a religious site, triggered (exclusively or not), by religious motives. In Europe, religion tourism consists of places for pilgrimages, such as churches and temples, holy places that are not necessarily connected to pilgrimage, religious festivals as well as combinations of the above elements. Researchers note that tourists' motivations are significantly important for determining tourism services offered, while the study and application of the generation theory may have an impact in the tourism industry by influencing the industry incentives. Past studies on religious tourism motivations are limited with the majority focusing on older travelers, though Generation Z could be a profitable target market for religion tourism, as it appreciates the dimensions of culture, scenery, and do not seem negative to combine education to traveling. This chapter explores the motivations the Generation Z cohort for visiting the Holy Mountain and its monasteries. The Holy Mountain or Mount Athos is referred to as one of the most significant sacred places of Christianity and is positioned in Greece. A quantitative research framework was implemented via a questionnaire which rated 20 motivation statements for visiting Mount Athos on a sample of 264 Gen Zers. Factor analysis provided with a smaller set of variables and Generation Zers were segmented based on these dimensions. Based on the results, this chapter proposes effective marketing strategies for religious sites.
References
Benckendorff, P., & Moscardo, G. (2010). Understanding Generation-Y tourists: managing the risk and
change associated with a new emerging market. In Benckendorff, P., Moscardo, G., ,& Pendergast, D. (Eds.) Tourism and Generation Y. (pp. 16-26). CABI Publishing, Wallingford, Oxfordshire, UK
Blackwell, R. (2007). Motivations for religious tourism, pilgrimage, festivals and events. In Raj, R., & Morpeth N. D (Eds.) Religious tourism and pilgrimage festivals management: an international perspective, (pp.35 -
47). CABI Internationa,l Oxfordshire ,UK.
Haddouche, H., & Salomone, C. (2018). Generation Z and the tourist experience: tourist stories and use of socialnetworks. Journal of Tourism Futures, 4(1), 69-79.
Nolan, M. L., & Nolan, S. (1992). Religious sites as tourism attractions in Europe. Annals of tourism research, 19(1), 68-78.
Poria, Y., Butler, R., &Airey, D. (2003). Tourism, religion and religiosity: a holy mess. Current Issues in
Tourism, 6(4) 340-63.
Rashid, A. G. (2018). Religious tourism - a review of the literature. Journal of Hospitality and Tourism
Insights, 1(2), 150-167.
Rinschede, G. (1992). Forms of religious tourism. Annals of Tourism Research, 19(1), 51-67. Triantafillidou, A. Koritos, C., Chatzipanagiotou, K. & Vassilikopoulou, A. (2010). Pilgrimages: the
"promised land" for travel agents?", International Journal of Contemporary Hospitality Management, Vol. 22 Issue:
3, pp.382-398,
Chapter 7 - The Career Intentions of Generation Z Tourism Management
Undergraduates By Dr James KENNELL and Khairy ETEIWY
Research into tourism management education and employment has been a subject of enquiry for some time (Airey, 2008; Robinson et al., 2018). Research shows that tourism graduates encounter employability issues (Major & Evans, 2008; Robinson, Ruhanen & Breakey, 2016),
especially securing jobs at levels appropriate to their qualification. In addition, the tourism industry continues to suffer from the problems associated with a high turnover of management roles. These problems extend to the competitiveness of the wider U.K economy (People 1st,
2015; Baum & Nguyen, 2019).This research used the Theory of Planned Behaviour to examine tourism management undergraduates' (TMU) experiences of their tourism curriculum, their views on the tourism industry and their career intentions. The data was analysed using Exploratory Factor Analysis and multiple regression to assess the impact of TPB factors on TMU career intentions. The survey was carried out on a sample of 215 students from 12 Universities in the U.K.Results show that TMU have a positive attitude towards the tourism industry and a strong intention to develop their management careers in tourism. Regression results suggest attitudinal and perceived behaviour control factors influence their career intention more than subjective norms. Recommendations are made to improve the employability of graduates by developing specific aspects of the curriculum, and to challenge the poor perception of careers in the industry, in order to improve the employability of TMU and have a positive impact on labour force turnover in the industry.
References
Airey, D. (2008). Tourism education life begins at 40. Téoros. Revue de recherche en tourisme, 27(27-1),
27-32.
Baum, T., & Nguyen, H. T. T. (2019). Applying sustainable employment principles in the tourism industry:
righting human rights wrongs?. Tourism Recreation Research.
Major, B., & Evans, N. (2008). Reassessing employer expectations of graduates in UK travel services. International Journal of Tourism Research, 10(5), 409-422.
People 1st (2015). Hospitality and Tourism: We overlook our management and leadership needs at our peril. [online]. Retrieved from: Insights-report-Jan15-Leadership-management-H-T-draft-v2_3.pdf.aspx. Accessed;
12th May, 2016
Robinson, R. N., Martins, A., Solnet, D., & Baum, T. (2018). Sustaining precarity: critically examining tourism and employment. Journal of Sustainable Tourism, 1-18.
Robinson, R. N., Ruhanen, L., & Breakey, N. M. (2016). Tourism and hospitality internships: influences on student career aspirations. Current Issues in Tourism, 19(6), 513-527.
Chapter 8 - The New Foodie Generation: Gen Z By Burhan Kiliç, Aydan Bekar and
Nisan Yozukmaz
Defined as "Fresh Foodies" and "Salad Generation" by some researchers (Mintel Report, 2018)
and the media and grown up by Gen X, Gen Z is presented as people born in 1995 (McCrindle,
2012; Schroer, 2015; Menzies, 2015; Merriman, 2015) and after which means that they are now in universities or just beginning their professional lives. To learn and understand how Gen Z positions their food-related behaviours and preferences is very important for segmenting them as a target market. Although the term "foodie" has been recently promoted by gastronomy literature, it has also become an intriguing subject of consumer behaviour literature lately and as a niche market, they have to be studied on a theory-based perspective in terms of market research. Foodies are described as people who love and have a passion for eating, are interested in learning about food (Barr & Levy, 1985; Johnston & Baumann, 2010; Ambrozas, 2003). To determine and specify the position of Gen Z foodies is also necessary for marketing activities. For these reasons, this quantitative study aims to determine whether members of Gen Z are foodies or not and how their food-related activities affect their travel behavior. The findings and results will be discussed and shared in full paper.
References
Ambrozas, D. (2003). Serious feast: Vancouver foodies in globalized consumer society. (Unpublished
Doctor of Philosophy). Simon Fraser University.
Barr, A., & Levy, P. (1985). The official foodie handbook. Arbor House Publishing Company.
Johnston, J., & Baumann, S. (2010). Foodies: Democracy and distinction in the gourmet foodscape. New
York: Routledge.
McCrindle, M. (2012). Generations Defined: 50 Years of Change Over 5 Generations. Retrieved at January, 03, 2016 from http://mccrindle.com.au/the-mccrindle-blog/generations-defined-50-years-of-change-over-5- generations
Menzies, D. (2015). Generation Z: The digital natives. The Official Home of Dave Menzies. Retrieved from http://davemenzies.com / digital-marketing-2/generation-z-digital-natives/
Merriman, M. (2015). What if the next big disruptor isn't a what but a who?. Ernst&Young LLP. EYGM
Limited. Retrieved at January, 03, 2016 from http://www.ey.com/Publication/vwLUAssets/EY-rise-of-gen-znew- challenge-for-retailers/$FILE/EY-rise-of-gen-znew-challenge-for-retailers.pdf
Mintel Report. (2018). http://www.mintel.com/press-centre/food-and-drink/generation-z-set-to-impact-the- future-of-food-and-drink-innovation Retrieved at September 30, 2018.
Schroer, W. J. (2015). Generations X, Y, Z and the Others. http://www.socialmarketing.org/newsletter/features/generation1.htm
Chapter 9 - Generation Z and Managing Multiple Generational Cohorts
Simultaneously in Tourism and Hospitality Organizations By Cynthia Mejia
Due to improved longevity and the unintended consequences of the global economic downturn in
2009, older employees are choosing to remain in the workforce longer, delaying retirement plans. This trend has resulted in a five-generational cohort present in the global workforce comprised of traditionalists, Baby Boomers, Generation X, Generation Y (Millennials), and more recently, Generation Z. While the diversity of the multi-generational workforce offers robust perspectives and strengths to a tourism or hospitality organization, there are also present unique challenges among and between the cohorts, particularly in managing expectations and outcomes in the services industries.This chapter will first identify each cohorts' strengths and viewpoints from a historical perspective, lending best practices for optimizing managerial relationships. Next, the generational cohorts will be contrasted in order to identify sources of potential challenges and conflict, followed by practical strategies to bring resolution for a healthy work environment. The goal of this chapter is to gain a broad view of complex inter-generational communications in the managerial context, while gleaning new insights as to the current and future roles of Generation Z in tourism and hospitality organizations.
References
Francis, T. & Hoefel, F. (2018). 'True Gen': Generation Z and its implications for companies: The
influence of Gen Z - the first generation of true digital natives - is expanding. McKinsey & Company [Online]. Retrieved from https://www.mckinsey.com/industries/consumer-packaged-goods/our-insights/true-gen-generation- z-and-its-implications-for-companies
Goh, E., & Lee, C. (2018). A workforce to be reckoned with: The emerging pivotal Generation Z
hospitality workforce. International Journal of Hospitality Management, 73, 20-28.
Jenkins, R. (2019). How Generation Z is disrupting recruiting, training, managing, and more in 2019 and beyond. Inc. HR/Benefits, [Online]. Retrieved from https://www.inc.com/ryan-jenkins/the-2019-workplace-7-ways- generation-z-will-shape-it.html
Mejia, C. & Lavendol, V. (2015). Who's the boss?: Millennials managing across generatioins in the hospitality industry. Journal of Hospitality & Tourism Cases, 4(2), 11-20. [Second Place Johnson & Wales Case Study Competition, 2014].
Sakdiyakorn, M., & Wattanacharoensil, W. (2018). Generational diversity in the workplace: A systematic review in the hospitality context. Cornell Hospitality Quarterly, 59(2), 135-159.
Chapter 10 - Generation Z and their Perceptions of Well-Being through
Transformative Service Research By Eric D. Olson and Heejung Ro
Generation Z tourists seek out hospitality and tourism products, services, and experiences that enhance their overall well-being, such as ecotourism, spiritual/religious tourism, "last-chance" tourism, and volunteer tourism. Additionally, Generation Z tourists are known to support those hospitality organizations that are "doing good" in their local communities, enhancing sustainability/natural environments, and creating cultural identity through sense of place and belonging. Transformative service research (TSR) engages in activities at the intersection of service and well-being, improving the lives of individuals, families, communities, and society. Given the recent interest in TSR and well-being, the aim of this chapter is to examine Generation Z tourists and their perceptions of well-being through the context of hospitality and tourism experiences. We will focus on three themes of TSR: (a) service and well-being; (b) hospitality consumer co-production and co-creation of well-being products, services, and experiences; and (c) diversity and inclusion of well-being. This chapter will also provide implications for hospitality managers who are navigating the complexities of a changing paradigm of TSR and well-being.
References
Anderson, L., & Ostrom, A. L. (2015). Transformative service research: Advancing our knowledge about
service and well-being. Journal of Service Research, 18(3), 243-249.
Anderson, L., Ostrom, A. L., Corus, C., Fisk, R. P., Gallan, A. S., Giraldo, M., ... & Shirahada, K. (2013). Transformative service research: An agenda for the future. Journal of Business Research, 66(8), 1203-1210.
McCabe, S., & Johnson, S. (2013). The happiness factor in tourism: Subjective well-being and social tourism. Annals of Tourism Research, 41, 42-65.
Rosenbaum, M., Corus, C., Ostrom, A., Anderson, L., Fisk, R., Gallan, A., ... & Shirahada, K. (2011). Conceptualisation and aspirations of transformative service research. Journal of Research for Consumers.
Williams, A. (2015, September 18). Move over, Millennials, here comes Generation Z. The New York
Times. Retrieved from https://www.nytimes.com/2015/09/20/fashion/move-over-millennials-here-comes- generation-z.html
Chapter 11- Generation Z sport tourism: understanding Generation Z revisit intention for action sports events By Francesco Raggiotto and Daniele Scarpi
Action sports events feed a multi-billion-dollar industry of prominent sponsors like Red Bull, GoPro and Samsung, among others- and impressive numbers of participants. For instance, FISE (International Extreme Sports Festival) attracts about 600,000 spectators, 1,800 athletes and
400,000 digital followers to Montpellier in France (VoGo 2019). Notably, the average age of athletes and spectators is below 25 years for disciplines like BMX, skateboarding and wakeboarding (STATISTA 2018), making Generation Z the key market for many action sports events. This chapter will explore what drives Generation Z participation into and revisit intention for action sports events. Specifically, basing on insights from recent literature in marketing and psychology, edgework theory and self-determination theory, this chapter aims at assessing how Generation Z's intention to visit an extreme sports event is shaped by their need for strong sensations, desire for mastering skills and feelings of self-enhancement, together with the image
participants hold of the event itself. Thus, the chapter will develop a conceptual model and test it empirically on hundreds of Generation Z participants to an international action-sport event. Results will offer insights into key marketing aspects related to Generation Z revisit intention for action sport events, and will provide implementable managerial implications.
Chapter 12 - Generation Z experiences in their engagement with tourism and hospitality By Victor Mueke Robinson and Assoc. Prof. Heike Schänzel
This chapter offers a theoretical model for understanding Generation Z's experiences as they engage with tourism and hospitality settings in a destination. The model was developed based on findings from a qualitative research of New Zealand inbound Generation Z tourists. Data for the research was collected through 12 semi-structured interviews and from five blogs. In a process of thematic analysis key categories were identified which formed the basis of the theoretical model. The chapter highlights three main factors which shape the unique context for each generation. These factors are the global influences, destination influences, and proximate influences. The authors provide a valuable interpretation of the theoretical model by exploring the means through which members of Generation Z connect and interact with these three influences. The application of the model is to be found in how Generation Z interfaces with the tourism and hospitality sector through experiences/products, and employment/entrepreneurship. . In conclusion, the chapter highlights some differences across generations, the understanding of which provides a means of preventing 'strategic drift' for destinations and tourism purveyors. Focus is given to Generation Z as the emergent market and the progressive role members of this generation will play in the coming years.
Chapter 13 - Gen Z Tourists and Smart Devices By Ozdemir-Guzel, Serap Bas and
Yonca Nilay
The Z generation is the first generation of the 21st century, born into technology and adapted
