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This paper aims to outline Emaar Hospitality Group’s (EHG’s) role as the official hotel and hospitality partner for Dubai Expo 2020.

This paper draws on personal insights from an industry and trend perspective, aligned with the Expo 2020 Dubai theme, “Connecting minds, creating the future,” and its three sub-themes: mobility, sustainability and opportunity.

As an outcome, EHG’s commitment to Dubai Expo 2020 encompasses the provision of rooms and hospitality, meeting and events venues including outside catering, a hotel of the future innovation stand that reflects the company’s commitment to innovation in the Middle East, gender parity (female-male ratio) employment of women and youth, support to small- and medium-sized enterprise and global apprenticeships for six months during the Expo 2020 event an a commitment to sustainable economic growth.

This is an original, experience-based piece that focuses on an Expo 2020 operator’s viewpoint.

The purpose of this paper is to profile the Worldwide Hospitality and Tourism Themes (WHATT) theme issue “Expo 2020: What will be the impact on Dubai?” with reference to the experiences of the theme editor and writing team.

This paper uses structured questions to enable the theme editor to reflect on the rationale for the theme issue question, the starting point, the selection of the writing team and material and the editorial process.

This paper provides a framework to facilitate discussion between academics and practitioners engaged with Dubai’s Expo 2020, identifies ways of improving competitiveness as an events destination and contributes to thinking about sustainable development before and after the event. The outcomes of a broad-ranging collaboration yield fresh insights, a deeper understanding of the issues and an array of possible responses to the theme issue question.

The theme issue outcomes provide lines of enquiry for others to explore and they reinforce the value of WHATT’s approach to collaborative working and writing.

The collaborative work reported in this theme issue offers a unified but contrarian response to the theme’s strategic question. Taken together, the collection of articles provides a detailed picture of the on-going preparation for Expo 2020 and plans to ensure continued growth in the post-Expo phase.

This study aims to identify the reasons for entering into alliances, as well as the main factors that influence these relationships in the hospitality industry.

A multiple case study approach, with four hotels in Portugal as its subject, has been used for evaluation of hospitality alliances. As data-collecting instruments, interviews and documentary analysis were used.

The paper found that two main factorsz emerged (structural and process factors) as influencing the formation and development of alliances in the field of hospitality. The empirical evidence also provides insight into the sources of advantage that alliances can address in hospitality firms' challenges.

Based on the principal results, this investigation also suggests some guidelines to bear in mind when creating and maintaining an alliance in the hospitality sector. This study shows that regional tourism development is normally expressed in economic terms, as the value of that region. This development depends on social, political and cultural aspects to be a tool of successful regional development, but for this to take place, it is necessary to form alliances in this specific sector.

The study contributes to advancing theory in the field of strategic alliances. More precisely, this study is associated with the creation of a theoretical framework that shows the reasons and influencing factors (of structure and process) in alliance formation in the hospitality industry. This framework can help the different managers and other actors involved in alliances in the hotel segment, in their strategic decision-making processes.

This paper identifies the critical success factors (CSFs) of virtual hotel operator (VHO) in using hotel management system partnerships with small- and medium-sized hotels (SMSHs).

This study uses a qualitative approach, with 25 semi-structured interviews with hotel owners and VHO management. Thematic analysis is used to determine themes to evaluate hotel owners and operators' perceptions.

CSFs for VHO partnership with SMSHs include marketing and promotion strategies, client relationships, training and human resources development, hotel operation management, innovation strategies, capital expenditures and property management systems (PMSs). VHOs also have a symbolic impact on the mutualistic relationship with SMSHs by increasing service and enhancing product competitiveness and profitability.

Findings are beneficial for VHO in determining the most significant CSFs, thereby establishing additional metrics in business performance and increasing resilience in the accommodation sector. Further studies can measure the digital technology factors from VHO, including PMSs and mobile applications.

This study first identifies CSFs for VHO companies from the perspectives of hotel owners and management. This contribution adds to the literature on CSFs in the context of digital technology implementation in SMSHs. Moreover, implications are beneficial for VHO management in determining the most significant CSFs for companies to measure the business performance of the companies and increase resilience in the accommodation sector.

The purpose of this paper is to develop and illustrate a comprehensive framework for how hospitality firms can overcome the broad vs narrow dilemma in sustainable management. The authors develop a framework for how to break down the United Nations sustainable development goals (SDGs) into actionable and context-specific subsets and select individual sustainability initiatives with maximum impact.

The framework focuses on sustainable innovation and management in hospitality and the issue-focused stakeholder perspective. The authors develop a theoretical framework for the selection of impactful sustainability initiatives in the hospitality industry. In addition, the paper provides a broad range of concrete examples for how different stakeholders can act as barriers or catalysts for the implementation of sustainability initiatives.

The major contribution of this paper is twofold. First, it recognizes that the solutions to the great sustainability challenges ahead involve the active participation of the hospitality industry in establishing partnerships with stakeholders. Second, it offers an ambitious roadmap for hospitality firms to identify local issues specific to sustainable management actions committed to advancing the social, environmental and economic dimensions of sustainability.

The framework has considerable practical implications in that it is centered on helping hospitality firms select an appropriate set of SDGs for their local context and translate them into specific sustainability initiatives that address these goals. The “stakeholder-filter model” methodology is aligned with an approach that is already being used for the development of sustainability initiatives outside the scope of the hospitality industry. As a result, the framework should have substantial practical value for the hospitality industry.

This study aims to adopt Carroll’s corporate social responsibility (CSR) pyramid framework as a theoretical lens for examining employee perspectives on South Korean hotels operating as quarantine facilities during the COVID-19 pandemic.

The study adopted a qualitative approach consisting of the following components: in-depth interviews with employees and stakeholders of quarantine hotels, including frontline staff, government officials and medical staff, field observations and data from one researcher’s direct experience in a quarantined hotel.

Six themes regarding the experience of operating quarantine hotels emerged from the in-depth interviews and field observations. The findings also showed an interplay between the hotel employees’ perspectives, the four components of the CSR pyramid and the benefits and costs to hotels operating as quarantine facilities.

This study focusses on the particular case of quarantine hotels in South Korea, and therefore caution is required in generalising the findings.

The findings suggest that strategic partnerships can help to protect local communities whilst alleviating the hotel industry’s financial difficulties. They also explore an opportunity for business revitalisation in the midst of a global pandemic.

This study finds that the voluntary decision of hotels to operate as coronavirus quarantine facilities is aligned with CSR because its ultimate aim is to protect the community from the risk of coronavirus from overseas arrivals. This study broadens the CSR literature in the fields of COVID-19 and hospitality.

This paper aims to advance cooperation and collaboration as solutions to problems in the Nigerian hospitality industry. The issues and challenges plaguing the hospitality industry in Nigeria are discussed in the context of the case company, a small independent restaurant in Lagos.

Phenomenological research strategies guided the approach to this study. The authors identified a specific problem and gathered information, primarily through one-on-one interviews and a focus group, to learn how individuals within a defined industry experienced the ramifications of the phenomenon.

The operating environment of the hospitality sector in Nigeria has an effect on the supply of skills and the financial performance of the case restaurant and similar hospitality businesses. To improve overall performance of the industry, private-public partnerships between government agencies, hospitality colleges and hospitality businesses, strategic partnerships between expert hospitality institutions and business schools, cooperation among hospitality business owners and improvement in managerial practices could be strategic moves for an industry operating under heavy institutional hindrances peculiar to Nigeria.

The authors analysed the environmental trickle-down effect that could impact the profits of the restaurant. Organisational qualities such as leadership styles, the psychology of employment and the operations or policies of the company are not viewed in this context. The issues of the restaurant and a few hospitality businesses in Lagos were flagged as a representation for the industry in Nigeria.

Predisposing factors contributing to the attributed negative trickle-down effect on the enabling business environment for the industry, strategic partnerships, attaining high standards for curriculum development at educational institutions and enhanced training, with the goal of assuring creditable skills within the hospitality industry.

This paper is among the first to examine the critical issues, challenges and opportunities facing the hospitality industry in Nigeria.

The purpose of this paper is to report on how the University of Central Florida's (UCF's) Rosen College of Hospitality Management (RCHM) has established a long‐term and successful partnership with the hospitality and tourism industry in Central Florida.

A case study approach was followed and the findings and examples reported in this paper were drawn from official documents and the authors' personal experiences.

The RCHM, one of the leading hospitality and tourism colleges in the world, has established and maintained successful partnerships with hospitality and tourism organizations in the Central Florida region. Over the years, industry partners have committed significant resources to the RCHM. In return, the RCHM has supported the industry by providing trained students and graduates, along with numerous research and consultancy projects. These successful partnerships were accomplished through mutual trust, an understanding of each other's needs and expectations, and successful collaboration between key industry owners/executives and senior administrators of the RCHM and UCF.

This study implies that the establishment of strong partnerships between hospitality and tourism organizations and hospitality colleges requires college administrators to work closely with industry owners/executives to build mutual trust, personal friendships, and a common understanding of industry needs and expectations. Future studies may investigate similar successful industry‐university partnerships.

This study provides examples on how a hospitality college can form long‐term and successful partnerships with hospitality and tourism organizations.

There are few studies that provide evidence of successful partnerships between hospitality colleges and hospitality and tourism organizations.

The purpose of this paper is to identify possible benefits hospitality companies may derive from their corporate social responsibility (CSR) commitments and to explore further value opportunities for these organisations through an alternative approach in their selection of sustainable initiatives.

This paper uses secondary data collected from publications on corporate websites, accompanied by third-party supporting internet-based evidence, for three contrasting companies as follows: Hilton Worldwide Holdings, Inc. (Hilton), Meliá Hotels International (Meliá) and Sun Limited (Sun). Sustainability endeavours for Goals 8, 12 and 17 are analysed and opportunities for inter-sectoral partnerships and customer-centric experiences are considered for these brands to establish value opportunities.

The paper concludes that by integrating sustainable efforts to brand personality, hospitality companies can devise genuine goals, organically incorporating these to the brands’ vision, reinforcing brand equity and creating value, while increasing customer loyalty.

Three diverse organisations were selected for the study. Hilton and Meliá have a worldwide presence and are headquartered in the USA and Spain, respectively, while the third company, Sun, is a relatively smaller example, with properties located in the region of the Indian Ocean. The contrasting selection and comparison of hospitality companies display different approaches in their United Nations sustainable development goals (UN SDGs) efforts as part of their corporate social responsibility offering an ample perspective. The consideration of brand personality and stakeholder priorities offers alternative criteria for selecting CSR efforts in the hospitality industry.

The purpose of this paper is to review contributions made to the strategic question about human capital development issues in the hotel industry in Nigeria and how they can be addressed.

Based on the strategic question, a critical analysis of each contribution was carried out to identify the key themes, and then the issues, impacts and proposed solutions related to each theme.

The findings show eight key themes related to the human capital development question in the hotel industry in Nigeria.

The findings create a framework to kick-start a conversation by all stakeholders in the hotel industry in Nigeria. The lack of reliable data in many areas is a limitation in reaching empirically based quantitative conclusions. It would be useful to include a wider range of stakeholders in the conversation.

All ten articles have contributed different perspectives to the conversation; all confirm that an engagement of all industry stakeholders is critical if a sustainable resolution is to be achieved.