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This paper aims to analyse the changes in the extent of the green space in the city of Srinagar, a unique urban Himalayan destination, and examine whether the difference in the green space has a significant effect on the destination business performance measured in terms of loss of ecological attractiveness.

This study was carried out in two phases in the study area. In phase I, the changes in the extent of the green space area were analysed using Landsat TM and Sentinel Images for classification. The study has used the period from 2001 to 2018 to understand changes in the green space. The Post-Classification Comparison technique was used to investigate the variation in the green space zones in the city of Srinagar. In phase II, the paper evaluated the impact of change in the green space on the destination business performance. The data was collected from the tour operation companies through a questionnaire survey, and the impact path was examined using structural equation modelling.

Results reveal that the green space in the city of Srinagar has decreased over the past 18 years, and the decreasing green space has a significant effect on the destination business performance.

Identifying the impact of decreasing green space on the destination business performance of the study area under investigation is essential for tourism development both in terms of new product development and resource preservation. Developing a measurement scale showing the impact of decreasing green space on destination business performance could offer destination managers a means of identifying the essence of the green space in the destination regions. These findings add to the growing literature on the attributes of tourism destinations, providing scholars with new insights into the role of green space in destination performance. The current study offers evidence of the impact of decreasing green space on the destination's performance. This provides a new perspective for future studies on visitor satisfaction as a potential mediator of the relationship between reducing greenspace and destination business performance. The main limitation of this study is that the researchers have only analysed the impact of decreasing green space on the destination business performance in terms of its ecological competitiveness. Other destinations business performance verticals, such as hotels, restaurants and grocery stores were not considered by this study and can be taken up for future investigation.

This study provides empirical insights that can have significant implications for researchers, policymakers, destination management organizations, academia and practitioners and further enrich the existing literature by establishing an empirical argument in the context of urban destinations positioned with a fragile Himalayan ecosystem.

This study aims to assist the urban administrators in improving the green space ecosystem in the region, which can help attain the sustainability of the city environment and assist in economic regeneration in urban settings.

Data-driven market segmentation is heavily used by academic tourism and hospitality researchers to create knowledge and by data analysts in tourism industry to generate market insights. The stability of market segmentation solutions across repeated calculations is a key quality indicator of a segmentation solution. Yet, stability is typically ignored, risking that the segmentation solution arrived at is random. This study aims to offer an overview of market segmentation analysis and propose a new procedure to increase the stability of market segmentation solutions derived from binary data.

The authors propose a new method – based on two independently proposed algorithms – to increase the stability of market segmentation solutions. They demonstrate the superior performance of the new method using empirical data.

The proposed approach uses k-means as base algorithm and combines the variable selection method proposed by Brusco (2004) with the global stability analysis introduced by Dolnicar and Leisch (2010). This new approach increases the stability of segmentation solutions by simultaneously selecting variables and numbers of segments.

The new approach can be adopted immediately by academic researchers and industry data analysts alike to improve the quality of market segmentation solutions derived from empirical tourist data. Higher quality market segmentation solutions translate into competitive advantage and increased business or destination performance.

The proposed approach is newly developed in this study. It helps industry data analysts and academic researchers to reduce the risk of deriving random segmentation solutions by analyzing the data in a systematic way, then selecting the most stable solution using the segmentation variables contributing to this most stable solution only.

This study aims to investigate the Malaysian Mah Meri Indigenous tourism entrepreneur’s personality, experience, sense of community traits and current challenges in community-based tourism (CBT)-related businesses.

Semi-structured interviews were conducted to gather data from 10 Indigenous tourism entrepreneurs. Data were analysed using the NVivo 11 software.

The qualitative content analysis found three broad themes. Firstly, the authors found that the Mah Meri community possesses unique self-efficacy personality characteristics, significantly predicting their unsustainable entrepreneurial behaviours. Secondly, they are willing to share their values, beliefs and interests in their business offerings, which reflect their sense of community. Even with considerable entrepreneurial experience through learning from local wisdom and upskilling efforts by the government, the authors found that the community limitation mainly concerns the lack of early education, uninventive entrepreneurship practices and financial assistance.

This study provides an improved understanding of the Indigenous business environment for policymakers and Indigenous entrepreneurs. We found entrepreneurial personality, experience, sense of community determine and structure their CBT entrepreneurial activities.

This study provides a new perspective on Indigenous tourism entrepreneurs’ personalities, experiences, sense of community traits and challenges. The study also suggests encouraging sustainable Indigenous entrepreneurship practices for economic development, self-determination and community sustainability.

This paper aims to explore students’ work-integrated learning experience. Particularly, students’ application of knowledge and improvement of multiple skills in work-integrated learning, their influence on positive industry image change due to the COVID-19 pandemic, and students’ desired career prospect were explored.

A questionnaire survey with valid responses from 168 undergraduate students in hospitality and tourism management was conducted in four colleges/universities in Guangdong, China in 2021. PLS-SEM method was used to analyze the data.

It was found that students’ multiple skills had improved through application of knowledge in work-integrated learning. Skill improvement helped form positive industry image change and shape future career prospect. However, such positive industry image change did not impact students’ career prospect directly.

Today, work-integrated learning has become one of the most valuable opportunities for students in hospitality and tourism management to gain industry experience. However, recent literature has largely examined the negative impacts of COVID-19, whereas few studies have examined the positive aspects of work-integrated learning.

The purpose of this paper is to contribute to the understanding of successful business performance among accommodation firms by focusing on entrepreneurial orientation (EO) and destination attractiveness.

A web-based e-mail survey was undertaken in the Sardinian accommodation sector in 2012. The sample included 224 accommodation firms and analyses were performed using ordered logit regressions.

The results suggest no differential impact of EO on sales and profit depending on the attractiveness of the location in which the accommodation firm operates. Both EO and destination attractiveness were found to exert independent positive effects on firm performance. Furthermore, EO was found to have a larger effect on firm performance than destination attractiveness.

The study mainly considered hotels and camping accommodations in Sardinia. Additional investigations across accommodation types and geographic contexts are needed.

The findings suggest that accommodation firms should focus on implementing entrepreneurial activities and not only, as frequently happens, concentrate on selecting attractive destinations in which to conduct their business. Moreover, the findings also suggest that accommodation firms that are located in less attractive areas may produce good performance if they are managed with an EO. Finally, training programs should be developed to improve the entrepreneurial abilities of accommodation managers.

The specific topics of this paper have been understudied. The findings hold practical implications for entrepreneurs and managers who are involved in the accommodation sector.

The purpose of this paper is to address a new method to evaluate the competitiveness of tourist destinations based on competitive performance from the consumers’ perspective. The main objective is to assess the sources of relative strength and weakness perceived in a destination, and to evaluate its performance vis-à-vis to the main competitors identified by tourists through measurement indexes.

The strengths and weaknesses of the focal destination were identified by plotting 12 tourism-specific variables (attractors) and 12 business-related variables in importance-performance matrix (IPA) grids. The set of destinations identified as “the main competitors” were built according to the frequency they were mentioned, and the indicators of competitiveness were estimated by averaging variables representing dimensions identified by exploratory-confirmatory factor analysis. The variables were aggregated into dimensions to permit comparisons in relation to the main competitors.

The results suggest that tourism-specific variables converge to “tourist attractions” and “conviviality,” and that business-related variables converge into “accessibility,” “infrastructure” and “macrostructure.” The competitiveness against competition was evaluated twice: by using an IPA grid to evaluate competition against “all others,” and by comparing the factors of performance across the most cited competitors. The results show that the focal destination surpasses most of its main competitors in conviviality, but has some deficiencies in tourist attractions, and that dimensions representing the business-related variables fit in the middle.

The authors acknowledge that competitive performance, used as surrogate for competitiveness, is fairly limited once it does not consider the supply side potential forces that also influence the destination competitiveness (DC) at large. But although limited to the demand side, the proxy used to assess (DC) is in accordance with previous literature.

The results have high value to DMO managers, especially to those ones involved in developing tourism attractions.

This research advances over previous works: by identifying the nearest competitors of a destination; and by representing the competitive distance between the focal destination and its main competitors.

This paper seeks to demonstrate the critical importance of the destination's decisions made in relation to market positioning in understanding the competitive performance achieved by local businesses.

The aim of the empirical research was to check the following hypotheses: clear positioning on longer‐stay customers makes it more likely that the conduct of ski corporations and hotel businesses will complement each other; clear positioning on longer‐stay customers improves the competitive performance of ski corporations; and clear positioning on longer‐stay customers improves the competitive performance of tourist hospitality businesses. The multiple case study methodology was adopted as a means of refuting or confirming these hypotheses, with the use of a combination of qualitative and quantitative data, although giving greater weight to the quantitative sources.

Two dimensions are of decisive importance: the commercial mix of customers attracted to the destination (distinguishing between day‐trippers and longer‐stay customers), and the structural mix of plant capacity and high turnover tourist accommodation facilities.

The case studies chosen have made it possible to test three hypotheses according to which a clear positioning on longer‐stay customers: increases the extent to which the behaviour of ski corporations and hotel structures complement each other; improves the competitive performance of the ski corporations; and improves the competitive performance of the businesses offering tourist accommodation.

The purpose of this study is to establish the relationship between stakeholder market orientation (StMO) and sustainability performance (SP) at tourism destinations (TDs).

Using a quantitative survey, data was collected from 313 tourism business managers, who are the owners or managers of the tourism businesses at the TDs, and was analysed using the partial least square structural equation model.

Findings indicate that environmental performance is the highest sustainability management practice adhered to at the TDs. Also, community and visitor orientations predicted SP most, with all its hypotheses supported.

This study focuses on the impact of StMO dimensions on SP within the TDs, thereby limiting generalisation to other sectors.

Tourism marketing managers are given the knowledge that StMO strategy is a precondition for effective implementation and adoption of SP strategy.

The results have key social implications, in that a sustainability marketing strategy that will assist in the increase acceptance of sustainability programs within the tourism sector has been noted.

To the best of the authors’ knowledge, this is believed to be the first empirical study to test the relationship between StMO dimensions and three SP dimensions. This study will improve the sustainability management of tourism resources in Ghana. It will further aid in meeting some of the United Nations Sustainable Development Goals.

Destination marketing systems (DMS) represent a vital inter-organisational information system (IOIS) for supporting the collaborative e-marketing strategies of tourism firms and the competitiveness of tourism destinations. However, many DMS have failed to deliver the expected outcomes, while the performance measurement of DMS has not been thoroughly investigated in the literature so far. The study synthesises research from the fields of DMS, IOIS and collaborative practices for investigating the perceptions of various tourism DMS stakeholders about the evaluation of DMS performance. The paper aims to discuss these issues.

The study conducted a nation-wide survey for measuring the perceptions of various tourism DMS stakeholders in Greece about the importance of the roles that DMS should serve as well as the items that should be used for measuring the performance of these DMS’ roles.

The findings showed that the public and private stakeholders held different perceptions about the roles of DMS as well as about the metrics that need to be used for evaluating DMS performance. The findings also showed that the perceptions that stakeholders hold about the roles of the DMS influence their perceptions about the performance evaluation of DMS.

The findings are based on evaluating a specific type of IOIS and sector/context. Thus, caution is required in generalising the results to other types of IOIS and social/environmental contexts.

The study highlighted that the performance and success of DMS, and of IOIS projects in general, require the nurturing of a collaborative culture and the co-ordination of the various stakeholders’ perceptions and interests.

The study addresses the gap in DMS performance evaluation and it contributes to the literature about IOIS evaluation by adopting a stakeholders approach.

This paper aims to provide a framework for benchmarking the eTourism capability of a destination’s tourism industry, understanding the eTourism capability of a destination’s industry as the contribution that the information and communication technologies (ICT) uptake of that industry makes to its own performance. The impact of ICT in tourism has been suggested through extensive research. Previous work has urged the development of wide-angle studies to enable benchmarking of destinations and their industries. However, relevant research is limited. Macro-level studies in the area tend to focus on a single aspect of technology to evaluate adoption, are not sector-specific nor take into consideration the different levels of contribution that systems may bring to performance.

A review of the literature on tourism, eTourism, benchmarking and technology adoption provided the baseline for developing this benchmarking tool.

The literature supported the selection of key tourism industry sectors, i.e. accommodation establishments, visitor attractions and food and beverage; the most suitable methodology, i.e. intermediary performance measures; and the business characteristics that need being taken into consideration when assessing ICT adoption by tourism businesses, e.g. size, type of establishment and area of location.

The framework has not been tested yet. It is based on a review of the literature and needs to be validated through primary research. The framework was developed based on the context of Scotland. Further work should be done to adjust the framework to other destinations worldwide.

The framework enables destinations to benchmark the eTourism capability of their industries.

It provides a comprehensive framework for benchmarking tourism destinations’ industries, which takes into consideration elements of technology adoption, the characteristics of the tourism industry and the particularities of the different ICT elements.