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The purpose of this article is to identify the opportunities for resetting Caribbean tourism along the lines of sustainability, the use of SMART technology and social inclusion so that it benefits all of its stakeholders.

This is a conceptual paper that draws on research about the limitations of Caribbean tourism and the emerging needs of tourism stakeholders in the wake of the Covid-19 pandemic.

The paper proposes five areas of focus - educating smartly, becoming a smart and strategic employer, using technology smartly to identify value and values of internal and external customers, thinking, buying, using sustainably and connecting the dots in joined up government.

The paper draws on current research on problems associated with pre-pandemic tourism and proposes ways that these can be addressed. It utilizes the service-profit chain model to identify the relationships between internal and external service value.

Caribbean tourism interests have the choice of using the pandemic as an enforced pause or an opportunity to reset. This paper assumes the latter choice and makes specific recommendations for private and public sector interests to shape a sector that is socially inclusive and sustainable and that incorporates smart technology.

The Caribbean is the world's most tourism dependent region but a critical examination indicates that the pursuit of tourist numbers and dollars has come at a cost to local residents. The paper utilizes the new three Ss of smart destinations, social inclusion and sustainability to recommend ways in which tourism can better serve the region and a new generation of tourists.

Tourism in the Caribbean has grown exponentially but not always in a way that benefits all of its stakeholders. Covid-19 forced a cessation of most activities and created an opportunity to rethink tourism. This paper recognizes that the changing needs of external and internal stakeholders must be considered if tourism is to be successful and sustainable, and proposes five overlapping and important innovations.

Universities constantly try to balance the need to be seen as research institutions contributing new knowledge to society with the need to be seen as effective teaching institutions. This article describes one way in which the two requirements have been effectively resolved in teaching short courses to non‐university students. The methodology incorporated students and research teams, thus drawing on the strengths of both. The result is enhanced student participation and motivation, greater access to data and new insights for the faculty members. The paper concludes by describing other applications of such an approach.

The purpose of this paper is to determine the extent to which Caribbean hotels are managed in a way that is reminiscent of the plantation system.

Surveys are used to determine the human resource challenges and the responses to these challenges in three Caribbean destinations. Survey data is collected from 110 respondents including hotel employees, hotel managers and owners, human resource managers, policy officials and trade union officials.

The study determined that service excellence is a competitive strategy in the three destinations and managers therefore seek to attract and retain the best performers. Working individually and cooperatively with government and other tourism stakeholders, managers have therefore created a work environment that is empowering and participative rather than one that is reflective of the plantation era.

The study is limited to the English‐speaking Caribbean and may therefore not be generalisable to the wider Caribbean. Future research should also examine the views in more detail through focus groups.

The paper responds to a commonly held view about tourism by providing an updated and more comprehensive view of the practices in Caribbean hotels. It also differentiates between the practices of small and large hotels.

This article aims to discuss issues related to service quality in the hotel industry. It highlights unique aspects of hotel work and the implications for service delivery, and discusses methods used to measure service quality and expectations.

Through an assessment of the extensive body of literature on quality service in general and within hotel contexts, some key themes emerge which have been explored in detail. Much of the analysis focuses on how the body of knowledge has developed over time and points to strengths and weaknesses in the literature.

There has been much debate about what constitutes quality service and more specifically how this applies to the hotel industry. The industry is a dynamic one in which the guest dictates the pace and type of service, and in which increasing competitiveness has resulted in satisfactory service being the minimum expectation of guests. Different measurements of service expectations have been proposed for the hotel industry but the most promising is the quality function deployment (QFD) approach, which treats service as a process in which the guest ' s expectations are measured at every stage in order to create service that meets and potentially exceeds their expectations.

The highlighted differences between hospitality, hotel and other service organisations indicate where managers and researchers need to place their emphasis in order to enhance the level of service quality.

The paper adds new urgency to the need to develop effective measures and understanding of the hospitality and in particular the hotel experience.

Tourism is the mainstay of the Caribbean and the attitude of the people in the region may have a significant impact on the success of the industry. This paper analyzes the way in which tourism authorities of three Caribbean destinations have internally marketed tourism to their host populations in order to encourage the desired attitudinal expressions. A matrix of five possible responses to tourism was developed and each of the three countries was found to occupy different positions in the matrix. An analysis of the internal marketing strategies determined that the countries adopted different approaches based on their particular challenges but none of the approaches had achieved lasting success. The study concludes with recommendations for future research.

This chapter examines the phenomena of third places as institutions that provide social interaction outside of home and work. The study explores the different types of third places and the opportunities and challenges offered by each. This is a conceptual paper that examines different conceptualizations of third places using brand examples to highlight the ways in which organizations try to benefit from society's need for a neutral gathering place. The chapter highlights the growth of organizations seeking to benefit from the phenomena of third places and the opportunities for them to profit further. The chapter also highlights the potential for virtual third places to enhance opportunities for increasing brand awareness and sales of products and services at other third places. The chapter identifies ways in which hospitality organizations can capitalize on the public's need for third places. The study moves the discussion beyond the rather limited perspective Oldenburg presented and shows how the needs of a new generation may require more flexibility and excitement than other generations. The study also highlights the ways in which organizations use a combination of third places to their benefit. Third places create opportunities for social interaction and community building and benefit organizations once they position themselves to achieve the status of third places. This chapter compares different conceptualizations of third places and shows the similarities and differences between them. It shows how organizations may position themselves to appeal to different generations seeking a third place.

This chapter seeks to advance ongoing research concerning entrepreneurial commitment. While the concept of commitment has been addressed time and again in organizational literature, few entrepreneurship scholars have used it to understand entrepreneurial behaviors. In line with recent developments in entrepreneurial psycho-social literature (Fayolle & Liñán, 2014; Adam & Fayolle, 2015; Van Gelderen, Kautonen, Wincent, & Biniari, 2018), this conceptual chapter aims to advance understanding of the concept of commitment in the context of emerging organizations. Building on Meyer and Allen’s three-component model of commitment (TCM), it addresses how this multidimensional concept, developed in the organizational setting, is a lens through which one can investigate volitional phases of the entrepreneurial process (Van Gelderen, Kautonen, & Fink, 2015). Our work also explores how the TCM could be specifically adapted for emerging organizations, drawing on its main evolutions and re-conceptualizations since the 1990s. In this way, it uncovers potential avenues for further research on how to operationalize entrepreneurial activity. In doing so, it enhances knowledge of the entrepreneurial process and can improve training and support techniques for nascent entrepreneurs. It also contributes to broader discussions on the TCM and how it should be adapted in order to foster self-determined processes.