The integrated resort brand is examined by expanding the focus from gambling customers to general customers. A total of 500 data were collected in South Korea to examine the impact of the experiential value of customers on their co-creation attitude and behavior. Results indicate a variation in the impact of the four dimensions of experiential value (i.e., atmosphere, playfulness, return on investment, and service excellence) on co-creation attitude. Results also show that co-creation attitudes, namely, interaction, knowledge sharing, and responsive attitudes, influenced voluntary behavior toward a service brand. Given that previous studies on integrated resorts have mainly focused on the gambling sector, the current study identifies the potential determinants of customers’ post-purchase attitude and behavior, which are rarely investigated. This study provides a guideline to motivate customers to develop an interactive and responsive attitude and participating behavior for tourism and hospitality service providers.

Introduction

The integrated resort is one of the rapidly growing tourism segments and has emerged as a prominent hotspot in tourism and hospitality research (Ali et al., 2016; Gao and Lai, 2015). Integrated resorts are travel destinations that attract gaming and non-gaming customers by providing multidimensional travel services, such as casinos, luxury hotels, restaurants, bars, showrooms, retail shops, and convention centers (Ahn and Back, 2018b). These resorts offer a variety of travel services and a wide range of customer segments, in which understanding customers’ post-purchase behavior has become an increasing focus of academia and practitioners. In particular, the issue of how to improve customers’ co-creation behavior is extremely important for tourism and hospitality service providers because it plays a crucial role in achieving sustainable growth (Grönroos, 2012). Historically, integrated resorts have focused their growth mainly on gaming, where the majority of revenue used to be generated. Given the substantial competition in various locations, including the domestic and international markets, integrated resorts cannot heavily depend on the gaming sector of business. Instead, integrated resort service providers have developed their non-gaming facilities (e.g., museums, theme parks, and luxury shopping centers) to retain their existing customers and to attract new customers on the basis of current market needs.