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Caravan parks in Australian capital cities have provided a source of housing at the lower end of the market for many years. This includes opportunities for both private rental and home ownership. However, emerging trends in the property market have threatened the viability of caravan parks. In order to maintain or increase income levels, some caravan parks have focused on more profitable short‐term tourist opportunities rather than traditional long‐term housing. While the closure and conversion of caravan parks raise crucial questions for Australian social and housing policy, there are also implications for the broader property market. This paper examines the changing role of the operation of caravan parks, with the emphasis placed on their economic feasibility. The research is based on a survey of 30 caravan park operators in Queensland, Australia. The factors influencing caravan parks are identified, and suggestions to address the changing role of caravan parks as a provider in the affordable housing market are canvassed.

Traditional innovation typologies within the extant literature are not compatible with the innovation levels found within the Australian outdoor hospitality parks (OHP) sector, given its tourism and small business characteristics. This paper seeks to introduce an innovation typology specific to the Australian OHP sector.

A two‐phase qualitative research method was employed, whereby 30 semi‐structured interviews were conducted with OHP operators/administrators who were identified as being “innovative” by four industry executives. Based on the 30 interviews carried out in Phase 1, six industry individuals who demonstrated a wider and deeper approach to innovation than the others were further interviewed in Phase 2.

A small percentage of Australian OHP industry operators and executive officers showcase a level of innovation that is beyond incremental in character, but is not radical, revolutionary or disruptive. This group of “strategic innovators” are the first to adopt ideas from other sources and adapt them to fit within the Australian context. These new ideas are introduced in three‐ to four‐year increments, providing the individuals with sufficient time to assess the market's reaction to the changes, and to measure increased value to their situation. The three‐ to four‐year time span dovetails with the length of time taken by the majority of competitors to imitate the new concepts.

The paper introduces an innovation typology applicable to the Australian outdoor hospitality parks sector.

The aim of this research is to explore the relationship between destination supply-side factors, visitor demand-side factors and the role of local government authorities in supporting the drive tourism market with effective interventions. A mixed methods approach was used to gather qualitative data from 14 destination stakeholders, which informed the development of a survey of 397 drive tourists to the Atherton Tablelands, in the far north of Australia. The findings identified stakeholder concerns about fragmented regional promotions by different regional entities, weakened destination branding and infrastructure needs. Drive tourist surveys indicated that although the destination provides a competitive tourism experience, there were concerns about the availability of information. This research highlights the danger of destination disunity, and the theoretical and practical contributions of the learning destination concept to understanding the importance of destination-wide, stakeholder collaboration, although it may be difficult to implement.

The purpose of this article is to explore the possibility of people living in manufactured housing parks in Australia to collectively buy the property at fair market value and convert it into a resident owned community co-operative.

The methodological approach is based on 20 interviews with occupants of resident owned communities (ROCs) and key informants in the USA state of New Hampshire. Residents' interviews provide an understanding of the motivations to want to own and self-manage the property.

The findings suggest that, based on USA experience and the availability of enabling financial structures, Australian residential park residents could be keen buyers of manufactured housing park properties.

A limitation of this research was the small number of interviewees who were mainly people in ROC leadership positions and advocates. Another limitation was that no specific investigation was made to gauge manufactured housing park (MHP) residents' level of demand for ROCs in Australia. Although there was some evidence of support, further Australia-wide enquiry is needed.

The sale of MHPs to resident co-operatives could become a new component of the property market in Australia and residents entering the market as buyers may cause a shift in market forces.

ROCs would offer greater diversity of housing choice and might further inform decision-makers of seniors and retirees' future intentions. Downsizers moving to ROCs could potentially increase the savings nest egg through the sale of the family home which will also free-up conventional housing for better utilisation by younger cohorts.

Owners of residential parks are unlikely to have considered the tenants as potential buyers of the property, but, envisaging, ROCs could become a new type of tenure for Australians aged over 50 years.

This study aims to make an assessment of the status of various management practices/cultural attributes in local government and investigates their relationship with organisational performance. The local government organisation concerned is going through the process of cultural change in an effort to becoming a learning organisation.

The results of this study are based on employees' perceptions of management practices and organisational performance collected using a survey approach. The Denison Organisational Culture Survey (DOCS) was used for collecting the data.

Of the various management practices considered, the study found that team orientation has received top emphasis followed by dissemination of the core values and organisational capability development. In terms of performance measures, the offering of new services to their clients ranks number one followed by brainstorming practices in problems solving. Employee empowerment has not received much emphasis from the management despite being associated with various measures of performance such as client satisfaction, job satisfaction, quality of services, revenue growth, improved skills of employees in evaluating organisational success or failures, and successful implementation of organisational programs. Although creating change, organisational learning, and team orientation indicate positive correlations with the majority of performance measures considered in this study; there is no evidence of their relationship with financial measure of performance like revenue growth.

The organisational managers may find the outcomes of such investigations helpful as they provide useful information on the organisation's cultural strengths and weaknesses. Such studies would also assist managers to systematically assess their change initiatives and develop a better strategy for successful implementation of managements' tactics and business processes.

In many situations, India is positioned as one of the world's most economically active countries, with richer touristic acquisitions. India dominates touristic values and development in many scenarios. India shapes and reshapes tourism in a comparatively different manner than the rest of the tourist-generating regions, riding the waves of Asian domination in tourism development. This chapter examines the transformative features of Indian tourism in terms of resources, social development, tourist mechanisms inside the country and various types of tourism industry modelling. Domestic, inbound and outbound tourism perspectives have been taken from both insiders' and outsiders' perspectives. The chapter also highlights the comparative similarities and differences between Indian tourism and some of the selected tourist-generating regions in the world.

In 1951 23 ½ million Britons took 25 million holidays in Britain. In 1960 this had increased to 26 million Britons taking 31½ million holidays in Britain. Since 1960 there has been no appreciable increase either in the number of holiday makers or the number of holidays taken, thus in 1966 some 25 million holiday makers took 31 million holidays in Britain.

Examines the new system for rate valuation and procedure for challenging rateable values, including a resume of aspects that remain unchanged. Considers the particular differences of practical concern to be: the rateable values themselves, the phasing in of changes, the procedure for challenging ratings, and the borderline cases between domestic and non‐domestic property. Surmises that practical action should involve obtaining procedural information before the new system takes effect, to avoid the rush on surveyor′s services.

This paper aims to present the authors’ perspectives on the new narrative styles adopted by international millennial travel vloggers during the COVID-19 pandemic. They aim to promote virtual tourism, and the authors present six examples of millennial vloggers. Considering tighter government regulations relating to travel, vloggers have developed novel ways of content creation through “travel writing.”

The authors used narrative analysis to review their sample of vlogs and how specific changes in each vlogging stage are motivated by viewer expectancy.

Millennial vlogger couples are using the YouTube platform to meet the demand for virtual tourism.

This study provides new ways of looking at travel vlogging as an occupation and means of entertainment. However, the current dynamic situation may well lead to further challenges for this kind of research.

The implications relate to the provision of a better understanding of the scope for virtual tourism and how it can lead to new avenues for tourism development.

The authors reviewed millennial vloggers during the COVID-19 pandemic and applied narratology to the vlogs to better analyse the changes caused by the pandemic.

The disclosure of information on organisational knowledge resources and related knowledge management (KM) activities in annual reports has become a much debated issue within the intellectual capital (IC) discourse. This paper discusses the disclosure of IC information, and in particularly human capital information, in an Australian public sector organisation's annual reports. It contrasts and compares the case study organisation's internal IC management issues and practices with its external IC reporting practices. The empirical analysis demonstrates inconsistency between the organisation's internal IC management issues and practices and its external IC reporting practices. It shows that strategically important information about the organisation's management challenges, knowledge resources, KM activities and IC indicators was not disclosed to external stakeholders in the organisation's annual reports. The study exemplifies to external stakeholders the significance of the provision of information on IC and, in particular human capital, and highlights to public policy makers the relevance of extending existing reporting policies to incorporate disclosure requirements for organisations to include information on IC in annual reports.