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This chapter analyses the Norwegian Twitter-sphere during and in the aftermath of the terrorist attack in Norway on 22 July 2011. Based on a collection of 2.2 million tweets representing the Twitter-sphere during the period 20 July–28 August 2011, the chapter seeks answers to how the micro-blogging services aided in creating situation awareness (SA) related to the emergency event, what role hashtags played in that process and who the dominant crisis communicators were. The chapter is framed by theories and previous research on SA and social media use in the context of emergency events. The findings reveal that Twitter was important in establishing SA both during and in the aftermath of the terrorist attack, that hashtags were of limited value in this process during the critical phase, and that unexpected actors became key communicators.

This chapter analyses the Norwegian authorities’ presence on Twitter during the 22 July 2011 terrorist attacks. Twitter activity by two official institutions is analysed in particular, namely, the blood bank at Oslo University Hospital and the Norwegian Police Security Services (PST). Our findings show that the Norwegian authorities were almost completely absent on Twitter during the critical hours of the terrorist attack, and that there was no coordination and synchronisation of communication from the authorities. This official silence allowed the diffusion of speculation and misinformation to take place; these were neither corrected nor addressed, as the analysed PST case shows. In contrast, the blood bank used Twitter to mobilise blood donors to address an acute problem: a shortage of blood to treat casualties. The chapter concludes by offering recommendations to the authorities for future major incidents.

Die Besonderheiten der Standortproblematik für den Fremdenverkehr in Österreich ergeben sich aus vier Faktoren: Lage, Grösse, Figur, Gestaltung des Staatsgebietes.

This chapter summarises the findings of a case study on social media activity during the 22 July 2011 terrorist attacks in Norway. Based on these findings and on theories and previous research on the role of social media in situation awareness (SA) configuration during crisis situations, the chapter offers seven recommendations for key communicators in official crisis management and response institutions, journalistic institutions, NGOs and others: (1) acknowledge social media as important and master monitoring and management of features across social media; (2) synchronise communication and establish a standard operating procedure (SOP); (3) establish and make known a joint social media emergency account; (4) participate, interact and take the lead; (5) be aware of non-hashtagged content; (6) implement verification tools and practices and (7) engage with and learn from celebrities.

The predominant neoliberal structure of capitalism and tourism as the fuel of capitalism exposes growing problems of injustice, unfairness and inequality. Places and communities around the world are currently expressing the need for radical changes in placemaking to be able to think, plan and act differently. This theoretical contribution adopts a humanistic management (HM) perspective of placemaking to promote places where people enjoy living, working, interacting and having meaningful experiences. Tourist destinations are relevant places to discuss the application of HM principles in practice and promote humanistic destinations and the humanisation of placemaking. This chapter concludes by arguing for an interface with eco-centric and posthumanist transformative approaches to promote holistic value-based placemaking and regeneration of places.

Den Veränderungen auf Tourismusmärkten unter besonderer Berücksichtigung der Markteinbrüche der traditionellen Märkte der Alpenländer seit Beginn der 90er‐Jahre begegnen viele Unternehmungen mit massiven organisatorischen, aber auch marktpolitischen Umstellungen. Die Wettbewerbsituationen, denen sich Unternehmungen heute gegenübersehen, haben sich stark verschärft. In Zeiten turbulenter Veränderungen muß Altes konsequent auf seine Brauchbarkeit überprüft, müssen Barrieren zwischen Verantwortungsebenen aufgebrochen und Funktionsbereiche und regionale Einheiten abgebaut werden, um eine innere Dynamik entwickeln zu können. Gilt oben Genanntes ebenso für Landestourismusorganisationen? Wie wird in rezessiven Zeiten mit Marketingbudgets umgegangen? Eine Befragung von 8 Landestourismusorganisationen soll Aufschluß geben über das strategische Marktverhalten bei sich ändernden Wettbewerbsbedingungen. Bei den befragten Tourismusstrukturen handelt es sich um die Dachorganisationen von deutschen und österreichischen Bundesländern, schweizerischen Kantonen und italienischen Provinzen.