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Due to both the new quality and intensity overtourism discussions have received, it is time to examine the question concerning the consequences this development has on destination level and how destinations can adjust their strategies for future development. This is especially important to consider, since overtourism can be seen as a fundamental issue for tourism development. First measures taken within destinations show that reactions are taking place, e.g. through access restrictions of frequently visited places. The purpose of this paper is to identify future-oriented strategies and to derive concrete measures in order to deal with overtourism on a destination level.

In total, 19 qualitative interviews with European destination managers were conducted and evaluated via the qualitative analysis method GABEK® with WinRelan® software.

The results show that various stakeholders are involved in overtourism, with the destination management organization being the central actor to deal with issues. It is challenging to choose between different strategies and measures, which always have to be considered in relation to the specific conditions of a destination and the perception level of overtourism. In order to face current developments, the initiation of a stakeholder dialog can be seen as a promising factor, but also as a challenging task.

Currently, a “wait-and-see-attitude” exists, where well-known destinations are cited as negative examples, but a serious examination related to one’s own destination has not yet been developed. This consideration should be seen as a prerequisite for future-oriented destination development, which takes the local population into account.

The purpose of this paper is to discuss responsibility in tourism destinations. On the basis of a resilience approach, central aspects of leadership and of responsibility in destination networks are introduced and, a contribution to a conceptual analysis of the future viability of tourism destinations is made. This contributes to a better understanding of resilience from a destination management organization (DMO) perspective in the context of shared responsibility.

To achieve this goal, a qualitative interview series was conducted with destination managers in urban and rural areas. The interviews were evaluated using the method of GABEK®, in order to reveal and visualize semantic relationships between the specific statements. This method allows the representation of linkages and relationships of keywords from interview transcripts in the form of network graphs.

A major result is the existence of a network of leaders who take responsibility for tourism development within a tourism destination. Within this network, the destination manager once again plays a key role by developing and formulating visions, goals and strategies. In this context, the relevant employees of the DMO have an important role to play, since they are an important resource of tourism development due to their experience and competences.

The paper contributes to a practical view on the development of visions and strategies. It analyzes challenges and possible ways to communicate with the required political and public actors of the destination as well as with the service providers to regard destination development as a collaborative task.

We develop a conceptual model, based on person-environment fit theory, which explains how employee age affects occupational strain and well-being. We begin by explaining how age directly affects different dimensions of objective and subjective P-E fit. Next, we illustrate how age can moderate the relationship between objective P-E fit and subjective P-E fit. Third, we discuss how age can moderate the relationships between P-E fit, on one hand, and occupational strain and well-being on the other. Fourth, we explain how age can impact occupational strain and well-being directly independent of P-E fit. The chapter concludes with implications for future research and practice.

The development of tourism can be considered from a tourist and a local perspective. The tourism space functions both as a tourism destination and a living space for local residents. Methods of atmospheric design can contribute to consider the guest’s view which can bring dynamism into the development of places and locations. This is seen as an interesting option for the Bavarian small town of Eichstaett in Germany, whose challenges and opportunities in tourism development are the focus of this contribution. Small towns have the potential to achieve tourism visibility and to increase the quality of life of the local population through a stronger engagement with the atmospheric design of their space.

Overtourism is an emerging concept and a perennial process every destination is going through. It is a cyclic phenomenon derived from the destination, retained in the destination and at last demised by the destination. It's a kind of ‘tourism illness’ spreading rapidly in every destination in the present scenario. The status of overtourism in every destination has been caused by the tourist, of the tourist and for the tourist. In the context of religious places in Odisha, overtourism is a ‘disorder’ that cannot be mitigated, as religiosity, faith and spiritualism have propelled and governed people's sentiment and emotion. Hence ambiguity arises out of making an intrigue situation between a myth or a spiritual sojourn bounded by faith and belief. This chapter significantly contributes by unfolding the existing literature by providing the origin and evolution of overtourism, various stated definitions by the different authors, causes and consequences, and overtourism in religious destinations by adopting an exploratory study, particularly in case of the Golden triangle of Odisha.

This introduction to the volume Atmospheric Turn in Culture and Tourism: Place, Design and Process Impacts on Customer Behaviour, Marketing and Branding (Emerald) positions the atmospheric turn in the context of recent paradigmatic turns such as the linguistic turn, iconic turn, cultural turn, spatial turn, mobility turn and design turn. The specific contribution of the atmospheric turn is its profoundly holistic interest in overarching connections which are perceived with all senses and include both matter and idea. With its 22 chapters, this volume sets out to sharpen the atmospheric gaze and perception in research and beyond.

This study aims to understand the factors that shape intern engagement in remote settings by investigating the relationship between faculty support, institutional communication, intern cynicism, professional efficacy and work engagement during remote internships.

Data were collected for a period of two years from 309 interns representing four prestigious business schools in India. The statistical analysis involved employing covariance-based modelling using AMOS 22 and the NCA package for R.

The study reveals that institutional communication plays a vital role in reducing intern cynicism and enhancing professional efficacy, ultimately leading to higher levels of engagement. However, faculty support was found to primarily address cynicism, without significantly bolstering intern’s professional efficacy. Further, faculty support plays a more important role in facilitating work engagement compared to institutional communication.

The findings contribute to the Job Demands-Resources theory and efficacy literature by highlighting the distinct role of institutional factors in determining intern engagement. This study provides valuable insights into the mechanisms that shape intern engagement in remote settings.

The findings suggest that institutions should prioritize task-oriented communication practices, as this contributes to enhancing intern’s professional efficacy. Additionally, faculty members should focus on addressing intern cynicism through relationship-oriented communication strategies.

This study's originality lies in its examination of the underexplored domain of remote internships, providing actionable insights that can inform the development of interventions aimed at deepening engagement in remote internships.

This study aims to build an integrated model for information technology (IT)/information system (IS) team exploration and exploitation innovation in the business-to-business (B2B) enterprise context by empirically investigating the mediating role of tacit-explicit knowledge co-creation and exploring the behavior approach of servant leaders for IT/IS team exploration-exploitation innovation.

The authors' analysis was supported by 182 enterprise-IT/IS teams (403 participants) in Taiwan. The authors used a questionnaire and Structural Equation Model (SEM)-SmartPLS to validate the development model. This study examines IT/IS exploration-exploitation innovation using a combination of quantitative survey research and qualitative case studies.

The specific roles of direct and mediating effects for two innovations of IT/IS team exploration and exploitation were investigated. The findings show a direct effect of knowledge creation (tacit and explicit) on IT/IS team exploration-exploitation innovation. Servant leader behavior positively influences tacit-explicit knowledge co-creation practices, IT/IS team exploration and exploitation. Moreover, knowledge creation (tacit and explicit) successfully mediates the correlation between servant leaders and IT/IS team innovations (for exploration and exploitation).

Managers, IT/IS consultants and enterprises at the executive level are suggested to encourage knowledge co-creation practices, both tacit and explicit to support their IT/IS team innovation. The greater the degree of explicit knowledge (i.e. socialization and internalization) and tacit knowledge creation (i.e. externalization and combination), the greater will be the opportunities for meeting the enterprise-IT/IS team exploration and exploitation innovation goals. The project manager may follow servant leadership behavior to promote effective knowledge co-creation process on the IT/IS team.

This effort contributes to greater and new understanding of how ambidexterity capability, tacit-explicit knowledge co-creation (mediators) and servant leaders for IT/IS team exploration-exploitation innovation in the B2B enterprise context and new foundations for future studies on a cross-enterprise IT/IS team. This research is also the first empirical effort to understand how a servant perspective leadership contributes through the knowledge co-creation process for IT/IS exploration-exploitation innovation.