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The aim of this chapter is to present in a pedagogical way the main digital tools used by tourism-related businesses, especially by hospitality businesses. The main purpose of this chapter is to illustrate our discussion with concrete examples and to give a set of advices for efficient use of those tools.

Literature review was conducted on conceptual issues, as well as managerial and marketing aspects of digital tools, their value and use in the hospitality industry.

This chapter highlights the fact that needs in terms of digitalisation depend on the size of the hotel. The main differences can be explained by differences in terms of hotel capacity, and digital technologies should be customised to different types of structures.

This chapter is exploratory in nature, based on a literature review.

It provides clear and practical guidance about the way independent hospitality businesses could use digital tools for marketing purposes. It also suggests the most efficient digital technologies to improve their performance in the field of marketing and customer relationship management.

The chapter demonstrates the huge gap between best practices in the hospitality industry and the way independent enterprises really use, in practice, the digital tools for marketing purposes. It shows how digital technologies could be used in a more efficient way, to take advantage of their full potential.

Scholarship on reputation in and of organizations has been going on for decades, and it always has separated along level of analysis issues, whereby the separate literatures on individual, group/team/unit, and organization reputation fail to acknowledge each other. This sends the implicit message that reputation is a fundamentally different phenomenon at the three different levels of analysis. We tested the validity of this implicit assumption by conducting a multilevel review of the reputation literature, and drawing conclusions about the “level-specific” or “level-generic” nature of the reputation construct. The review results permitted the conclusion that reputation phenomena are essentially the same at all levels of analysis. Based on this, we frame a future agenda for theory and research on reputation.

The future will see a new revolution in both industry and society in Industry 5.0. Human–robot collaboration and robotic management will be critical components of Industry 5.0. In this revolution, humans and robots will collaborate to improve process efficiency by utilizing human intelligence and innovation. Industry 5.0 creates a powerful framework for modern digital smart factories and manufacturing technologies through complex systems, and it is constructed to interact with powerful computing power, to solve complex problems more efficiently and with less human intervention in this Volatile, Uncertain, Complex, Ambiguous, Radicality, and Rapidity (VUCA-RR) world. To overcome VUCA-RR world, Industry 5.0 involves a combination of human and robotic systems for sustainable development. Managers, practitioners, researchers, and educators are scrambling to understand and implement the method as well as to find best practices toward Industry 5.0. This chapter will draw attention to research and practice topics in the VUCA-RR and business agility development methodology in perspective of Industry 5.0.

The latest advances in digital technologies have changed the way companies communicate with their stakeholders. This chapter explores the businesses’ usage of digital communication channels. It focuses on their utilization of social media for marketing and promotion of products, corporate social responsibility (CSR) practices and stakeholder engagement with financial stakeholders. An exploratory study was carried out on a sample of 167 Italian businesses. It investigated the companies’ websites and their social media accounts. The findings suggest that the Italian businesses are using various social media networks for corporate communication purposes. This descriptive research shows that they are utilizing Facebook, LinkedIn and YouTube, among others, to communicate commercial information and to promote their business. Moreover, they are using Instagram and Twitter to raise awareness about their CSR initiatives. In conclusion, this chapter implies that marketers need to carefully coordinate the use of different digital tools to ensure that they reach their target audiences in an effective manner.

This article will consider the various ways in which accounting can be conceptualized within Boltanski and Thévenot’s economies of worth theoretic. Drawing on two case illustrations, a not-for-profit welfare agency and a government-owned water utility, we follow the unfolding of disputes and the variety of outcomes in which accounting is implicated. We illustrate the role of accounting in justificatory actions and the ways in which it “holds things together” in compromise arrangements. We also illustrate the situations which challenge the “test” of worth and the innovative accounting responses that either facilitate coordination and agreement or become controversial and be the object of organizational and institutional dispute.

Social media stage online patterns of social interaction that differ remarkably from ordinary forms of acting, talking and relating. To unravel these differences, we review the literature on micro-sociology and social psychology and derive a shorthand version of socially-embedded forms of interaction. We use that version as a yardstick for reconstructing and assessing the patterns of sociality social media promote. Our analysis shows that social media platforms stage highly stylized forms of social interaction such as liking, following, tagging, etc. that essentially serve the purpose of generating a calculable and machine-readable data footprint out of user platform participation. This online stylization of social interaction and the data it procures are, however, only the first steps of what we call the infrastructuring of social media. Social media use the data footprint that results from the stylization of social interaction to derive larger (and commercially relevant) social entities such as audiences, networks and groups that are constantly fed back to individuals and groups of users as personalized recommendations of one form or another. Social media infrastructure sociality as they provide the backstage operations and technological facilities out of which new habits and modes of social relatedness emerge and diffuse across the social fabric.