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This paper explores and elaborates on emotions and capability in organizations through the phenomenon of care. Drawing upon multi-disciplinary theory, as well as empirical material from a case study in the hotel industry (involving four organizations), a theoretical framework is offered for understanding the multidimensional, dynamic, social relational nature and role of care in organizations. This is shown through the suggestion of a conceptual framework of four ideal types of practices in frontline work. In the practice of care, emotions are one of the vital parts in a larger whole. Regarding the role of care in organizations, it is suggested that what, and how, one cares for, are continually created, tested, negotiated and/or re-constructed. This paper suggests that the claims regarding care also provide implications for the study and understanding of emotions and capability in organizations.

The increasing need for the prevention and management of overtourism calls for more and improved visitor management (VM). Certain types of destinations or sites have implemented VM, such as nature parks that depict more controllable environments and involve only limited and clearly defined actors. Academic research on VM has mainly addressed protected areas and national parks, with a focus on environmental sustainability. The growing discussions around the term overtourism, in contrast, have largely centred around urban areas and the impacts on local societies, and, thus, socio-cultural sustainability. This chapter's overall aim is to provide a comprehensive overview of the status quo and knowledge gaps related to stakeholder involvement in VM in the broader context of overtourism. We ask who, how and in what areas stakeholders should be involved in VM. A systematic literature review was conducted using Scopus and Web of Science databases. The findings demonstrate that most studies applied a narrow and fragmented approach that focussed on one or a few stakeholders. Moreover, the strategies were mostly reactive instead of preventive and followed top-down approaches. Conflicts between stakeholders reveal risks to sustainable destination development, trigger overtourism debates and call for new approaches to VM. The chapter proposes a framework that suggests the chief VM responsibilities and stakeholders, concentrating on destination organisations, governments and residents. Also, it provides examples of participative methods, illuminates that VM should be proactive, sustainable and holistic and proposes better integration with destination management and local community governance.

Based on a news media review, this chapter explores how micro enterprises (MEs) and small and medium-sized enterprises (SMEs) within the Norwegian tourism sectors were impacted by COVID-19 in early 2020. It examines central stakeholders' and tourism SMEs and MEs first responses to the pandemic. Similar to previous crises and disasters, the case of COVID-19 demonstrates the reliance on top-down management approaches, notably governmental compensation schemes and subsidies. Given the magnitude of the impacts related to travel bans and border closures, response mechanisms remained largely insufficient. The media reviews reveals that in the first months after the COVID-19 pandemic outbreak, Norwegian tourism SMEs and MEs have responded in five ways that are to some extent time-displaced yet continue simultaneous: (1) early response to business survival, (2) smaller operational changes, (3) employee layoff and bankruptcies, (4) innovation and alternative income sources and (5) gradual reopening. The Norwegian tourism recovery will strongly rely on domestic tourism which requires a reorientation of communication strategies and Norwegianization (Fornorsking) of product development and innovation. Some Norwegian destinations have already demonstrated that high dependability on international tourists and often disintegrated tourism development may threaten sustainability and prosperity of local communities, and post-COVID-19 recovery strategies will be needed that mitigate the dependence on international markets, mono-seasons or tourism as a mono-industry.

As reported in Volume 1 of Research on Emotions in Organizations (Ashkanasy, Zerbe, & Härtel, 2005), the chapters in this volume are drawn from the best contributions to the 2004 International Conference on Emotion and Organizational Life held at Birkbeck College, London, complemented by additional, invited chapters. (This biannual conference has come to be known as the “Emonet” conference, after the listserv of members.) Previous edited volumes (Ashkanasy, Härtel, & Zerbe, 2000; Ashkanasy, Zerbe, & Härtel, 2002; Härtel, Zerbe, & Ashkanasy, 2004) were published every two years following the Emonet conference. With the birth of this annual Elsevier series came the opportunity for greater focus in the theme of each volume, and for greater scope for invited contributions. This volume contains eight chapters selected from conference contributions for their quality, interest, and appropriateness to the theme of this volume, as well as four invited chapters. We again acknowledge in particular the assistance of the conference paper reviewers (see the appendix). In the year of publication of this volume the 2006 Emonet conference will be held in Atlanta, USA and will be followed by Volumes 3 and 4 of Research on Emotions in Organizations. Readers interested in learning more about the conferences or the Emonet list should check the Emonet website http://www.uq.edu.au/emonet/.

Joanne Abbey

Céleste M. Brotheridge is a professor of organizational behaviour with the Départment d'organisation et ressources humaines in the École des sciences de la gestion at the Université du Québec à Montréal. She completed her PhD in organizational behavior and research methods at the University of Manitoba. Dr. Brotheridge publishes and conducts research primarily in the areas of burnout, emotions, and bullying in the workplace. She is the chair of the Organizational Behaviour Division of the Administrative Sciences Association of Canada and a member of the editorial boards of the International Journal of Stress Management and the Journal of Managerial Psychology.