The hospitality culture and career longevity in tourism and hospitality

Purpose This study clarifies the concept of hospitality culture (HC) and investigates its association with career longevity in the tourism and hospitality (T&H) sector, contributing to academic discourse on workforce sustainability. Design/methodology/approach A quantitative research design was adopted, utilizing a self-administered questionnaire incorporating the validated Hospitality Culture Scale. Findings Findings reveal a weak but statistically significant relationship between organizational HC and career sustainability, suggesting that HC is one factor among many contributing to career building in T&H. Research limitations/implications Use of a non-probability convenience sample and a single national focus limit generalizability. Future research should include cross-cultural comparisons and broader professional roles across the global T&H landscape. Practical implications Organizational HC supports talent retention and long-term development. Cultivating HC helps address persistent workforce challenges, including high turnover, early career attrition, and the negative perception of T&H as an employment sector. Social implications Fostering hospitality culture may improve employee satisfaction, enhance career stability, and contribute to the overall well-being of T&H professionals. Originality/value This study contributes to the validation of the Hospitality Culture Scale and identifies an association between hospitality culture and career longevity.