Hotels as social hubs: a new market approach to enhancing well-being for established and recently arrived locals

Purpose Using an on-campus hotel and a faculty club as a case study, this research examines how hotels can foster community through club formation. It explores the benefits and challenges of such initiatives, with a focus on enhancing member well-being, strengthening social interaction, and creating mutually beneficial partnerships between hotels and faculty members. Design/methodology/approach A qualitative approach was employed, involving in-depth interviews with seven junior professors and six hotel managers, including the general manager and key department heads. Data were analyzed thematically to identify key opportunities, challenges, and strategic recommendations for establishing and managing faculty clubs within hotel environments. Findings Findings indicate that junior faculty often experience limited peer support and community engagement, which can be alleviated through participation in faculty-based clubs. Hotel managers recognize the value of leveraging existing facilities to support these initiatives. Faculty members benefit from improved well-being, expanded professional networks, and a stronger sense of belonging, while hotels gain increased revenue and deeper community connections. Evidence also shows that hotels already function as informal social hubs through activities such as fan groups and cooking clubs. Practical implications Hotels may deploy underutilized spaces to host affinity-based groupings that epitomize community engagement and generate prospective revenue streams. By aligning the offering of amenities with local resident needs, operators can strengthen their positioning as community-centered hubs, reduce seasonal dependencies and engender loyalty amongst local customers. Originality/value This study contributes to hospitality literature by highlighting how hotels can support community building while expanding their role in well-being and market development.