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The purpose of this paper is to identify and describe the most recent (or emerging) trends likely to have a major impact in shaping the future of tourism in Europe.

The methodology of this paper involved in-depth literature review of European Union policies, initiatives and programs. Also, semi-structured interviews were conducted with key individuals/organisations, mainly at a European level, but also including pertinent global and national tourism organisations. Moreover, an online survey was also conducted and circulated to a wide range of organisations from all 28 EU Member States. Nvivo was used to analyse the documents as well as to conduct a content and thematic analysis of the interviews.

This paper identifies five trends associated with the future of tourism in Europe. Those main trends are: evolving visitor demand; marketing; stakeholders and tourism governance; new technologies; and sustainable and responsible tourism.

This trends paper provides five useful recommendations for the future of tourism in Europe, including: sustainable tourism development, investment in technology, effective tourism governance, enhance Europe's overall destination brand and marketing strategy, and the need for new skills and training.

Although the European Foundation for Quality Management (EFQM) Excellence Model has been widely adopted throughout Europe, a thorough examination of the factors that contribute to the internalisation of the model (i.e. a substantive adoption) has been neglected in the literature. The purpose of this paper is to present a model that analyses the drivers of the real internalisation of the EFQM excellence model, with a focus on the role of motives for adoption, and appraisal and compensation systems.

An empirical study was carried out based on a sample of Spanish organisations that had been awarded EFQM recognition. Structural equation models, cluster analysis and ANOVA were used to examine the research questions.

Internal motives concerning the creation of a participative style are the main driver of internalisation. Moreover, having an appraisal system-oriented towards the development of employees helps the substantive adoption of the EFQM model. These findings reinforce the importance of the soft elements of the EFQM model.

This study enhances evidence about the motives for adoption and their influence on the internalisation of the EFQM model. It analyses internalisation in a novel context, EFQM recognised organisations, and contributes to the debate about the efficacy of the EFQM model to performance improvement, by unveiling the factors that could foster the internalisation of the model within the organisational routines.