Resumo: Buscou-se neste estudo entender as dimensões que compõem o construto hospitalidade, no contexto da hotelaria, e sua configuração como recurso estratégico e fonte de vantagem competitiva para as empresas do setor de hospedagem. A partir da revisão da literatura sobre as Teorias da Hospitalidade, da Visão Baseada em Recursos (Resource-Based View) e da Vantagem Competitiva, propõe-se um modelo teórico-conceitual para melhor compreender e mensurar como a hospitalidade pode ser um recurso, servindo de apoio às empresas na definição de estratégias em busca de vantagem competitiva. Propõe-se que a hospitalidade, no contexto da hotelaria, é revelada por meio de seis dimensões: personalização, recepção calorosa, relacionamento especial, autenticidade, conforto e justiça de preço. Dentre as contribuições deste trabalho, destacam-se: a caracterização dos elementos que compõem/definem a hospitalidade na hotelaria, a partir da identificação das principais dimensões que a revelam; e a proposição de um modelo teórico, que permitirá o estudo empírico das correlações entre hospitalidade, recurso estratégico e vantagem competitiva. Abstract:The purpose of this study was to understand the dimensions that make up the hospitality construct in the context of hospitality and its configuration as a strategic resource and source of competitive advantage for companies in the lodging sector. Based on a review of the literature on Hospitality Theories, Resource-Based View and Competitive Advantage, a theoretical-conceptual framework is proposed to better understand and measure how hospitality can be a resource, serving of support to companies in the definition of strategies in search of competitive advantage. It is proposed that hospitality, in the context of hospitality, is revealed through six dimensions: personalization, warm welcome, special relationship, authenticity, comfort and price justice. Among the contributions of this work, we highlight: the characterization of the elements that compose / define hospitality in the hotel industry, from the identification of the main dimensions that reveal it; and the proposition of a theoretical framework that will allow the empirical study of the correlations between hospitality, strategic resource and competitive advantage.

This work aims to analyze and identify the attributes present in Airbnb Experiences. For this, it considered the seven attributes of Memorable Tourism Experiences (MTE) proposed by Kim & Ritchie (2014): hedonism, refreshment, meaningfulness, novelty, local culture, knowledge, and involvement. With a qualitative and quantitative approach, the method comprising the collection of 500 reviews from 100 experiences offered in the two biggest cities in Brazil generated a corpus of 25,742 words. The content analysis technique (Bardin, 2011) was applied to identify those attributes of the MTE based on categories defined a priori and then show the descriptive statistics of the frequencies of the identified attributes and the crossings between the variables. A new attribute was identified, named "welcoming", referring to the attitude of the "host" who offers the experience; being the most evidenced by users in 351 reviews as a positive aspect of the experience

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This article aims to identify the challenges in the hospitality industry in São Luís, Maranhão, Brazil, with the perspective of developing an organizational culture that enables the practice of corporate social responsibility (CSR).This study method was qualitative, exploratory, and descriptive (Richardson, 1999). The data were collected by interviews with leaders of national and international chain operating hotel companies in São Luís (June 2013), using the technique of content analysis. The theoretical framework was developed upon the concept of human resources management (HRM) and CSR. The research findings confirm that CSR is considered as a business strategy and that it contributes to personal and professional fulfillment of employees due to the offer of some benefits, such as remuneration and career plans, pleasurable work environments, awards, and recognition. Beyond that, findings also revealed that the hotels develop CSR activities, particularly focusing on employees, in order to provide guests' satisfaction. The main conclusions are: (1) Leadership is essential to build a culture that leads to a collective involvement in CSR actions; and (2) HRM is considered as a strategic tool for the development of CSR.