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This research explores differences in consumer behavior across generational cohorts, particularly focusing on customer loyalty. With Millennials becoming the largest generational cohort, it is crucial to understand loyalty variations, given that many loyalty programs were established during the Baby Boomer era. This study investigates two vital aspects for hotel companies aiming to enhance guest loyalty: antecedents to loyalty and loyalty program design.

In part 1, a loyalty model was tested using corporate social responsibility (CSR), personalization, brand identity, and trust as antecedents for customer loyalty in full-service hotels. The study developed models for the overall sample and each generational cohort. Part 2 explored generational preferences regarding commonly offered hotel loyalty program benefits.

The study revealed no significant differences across generational cohorts in the loyalty model. Antecedents had similar effects on loyalty creation across all three cohorts. In part 2, the four most desired benefits for all generations were upgrades, customized service, late check-out, and empathetic employees.

This research supports Millennials' loyalty to hotels and highlights the importance of benefits that offer immediate advantages during a stay, such as upgrades, late check-out, empathetic employees, and personalization. These findings emphasize the need for loyalty program designs that provide faster rewards and personalization options.

This study pioneers the examination of hotel customer loyalty models across three generations and evaluates loyalty benefits across these cohorts. The results hold significance for researchers and practitioners in the field.

The purpose of this study is to add new insights into the discussion of how a city’s destination marketing organization (DMO) can apply operand resources to act upon its operant resources to create, market and manage a unique brand over time.

This study uses an abductive approach to advance understanding of how to execute a branding strategy that evolves over time while strategically curating its unique and valued resources. This understanding is based on an in-depth review of Louisville’s branding journey, including written documents and interviews with people involved in building the branding strategy.

This paper presents a model to help destinations focus on how to create, market and manage the delivery of a branded ecosystem that capitalizes on its resources. This study adds new insights into how DMOs can curate a destination’s resources into an ecosystem that delivers its brand promise over time.

This study introduces the idea of ecotopes to expand an understanding of tourism ecosystems, presents the concept of a customer journey to depict a destination’s branding strategy, incorporates Barney's resource based theory (Barney and Clark, 2007) into the process of creating a destination’s brand and applies Barnard’s (1938) classic acceptance theory of authority to explain how DMOs can execute a destination’s branding strategy.

The purpose of this study is to add new insights into the discussion of how a city’s destination marketing organization (DMO) can apply operant resources to act upon its operant resources to create, market and manage a unique brand over time.

The study uses an abductive approach to advance understanding of how to execute a branding strategy that evolves over time while strategically curating its unique and valued resources. This understanding is based on an in-depth review of Louisville’s branding journey, including written documents and interviews with people involved in building the branding strategy.

This paper presents a model to help destinations focus on how to create, market and manage the delivery of a branded ecosystem that capitalizes on its resources. The study adds new insights into how DMOs can curate a destination’s resources into an ecosystem that delivers its brand promise over time.

The study introduces the idea of ecotopes to expand an understanding of tourism ecosystems, it presents the concept of a customer journey to depict a destination’s branding strategy, incorporates Barney’s Resource Based Theory (Barney & Clark, 2007) into the process of creating a destination’s brand and applies Barnard’s (1938) classic Acceptance Theory of Authority to explain how DMOs can execute a destination’s branding strategy.

The purpose of this study is to provide an overview of how artificial intelligence (AI) and robotics can and will be utilized by the hospitality industry, providing a glimpse of what their use will look like in 2030.

The paper reviewed both academic and trade literature to provide an overview of how robots will affect the hospitality industry during the 2030s.

Experts predict that by 2030, robots will make up about 25 per cent of the “workforce” in the hospitality industry. The paper also explains the industry challenges the robots will solve, as well as other benefits they provide. One of the findings is that the adoption of robots by the industry will be a disruptive paradigm shift. It will create successful new hospitality companies while putting others out of business. Finally, this paper discusses how to keep the hospitality in hospitality businesses, when machines replace employees.

This paper is one of the first to discuss the disruption that robots will cause in the industry. One of the findings is service delivery systems will need to be redesigned to maximize the benefits of robots, while still maintaining the hospitality of a customer service orientation.

Four novel trends: water scarcity, income inequality, labor shortage and gentrification, are receiving ever greater attention because of the devastating effects they having on the well-being of humanity. The purpose of this paper is to briefly describe each trend, discuss its effect on tourism and offer support from research as to how tourism can mitigate the effects of these trends.

The article draws on a literature review to identify comparatively new events, patterns and trends that are likely to impede the development of tourism in the coming years.

This study documents the negative implications these trends could have for the future of tourism if they are not well managed. Guidance on how destination managers and travel industry managers can mitigate each of these trends is provided.

Given the damage to humanity these trends have created and the potential future damage they will create, there is a call to researchers to both develop and document ways to mitigate the negative effects of these trends.

Suggested actions on how managers can reduce or eliminate the negative impacts of these trends are provided.

This is one of the first studies to link these novel trends to the implications they have for tourism.

The purpose of this paper is to provide a definition of sustainable employment (SE), the conditions that undermine SE, the need for SE and how the additional costs of SE can be covered through a re-imagined business. The paper is specific to industry policies and government laws in the USA. However, the concept of SE is a global issue, and this paper’s discussion has global implications.

This is a viewpoint paper based on the author’s knowledge and opinion supported by references.

SE is key for the hospitality industry's success with the additional costs of its introduction being possibly covered through a reimagined business. This will lead to a committed and stable workforce.

This paper introduces the concept of SE. The pandemic exposed the need for a committed and stable workforce in the hospitality industry. This paper supports this need, explains the benefits of SE and gives insight into how to fund SE.

This paper aims to indicate the importance of including residents in the rebranding of a destination.

This article is based on a literature review.

The World Tourism Organization recently adapted the United Nations' 17 Sustainable Development Goals (SDGs) to show their relevance to tourism. The quality of life of the residents was a common theme of these goals. Through a review of literature, the paper identified the negative and positive effects of tourism on the residents' quality of life. This was done to show how destination management organizations (DMOs) could design and manage their tourism activities to avoid the negative effects on residents and maximize the positive benefits.

As tourist destinations strive to meet sustainability goals, we argue that many will have to be rebranded. The paper shows how through the rebranding process the destination can create brand identity elements that communicate as well as guide their sustainability efforts. Also, just as corporations need to include and have employees that believe and support the company's brand identity elements, DMOs must include residents in the branding process and gain their support of the destination's brand identity elements. As practical implications for DMOs, the paper shows the importance of developing tourism policies that will enhance the life of residents, demonstrating how this can be accomplished through a rebranding process. As research implications, there is a call for researchers to measure the results of destination's rebranding efforts including the satisfaction of residents as a construct. To accomplish this there is also a need to develop a reliable and valid scale of resident satisfaction with tourism polices.

The purpose of the paper is to identify trends changing travel and tourism to help managers and researchers better understand these trends. This understanding will help organizations remain competitive in today’s dynamic environment. The rapid advance of technology is changing how consumers evaluate, use and discuss hospitality and tourism products. The common theme among the four trends in this paper is technology. The authors identified four trends related to technology and discuss the impact of these trends on hospitality and tourism. The paper provides implications for mangers and researchers.

The paper reviewed both academic and trade literature to provide an overview of trends that are changing travel and tourism.

The author identified four trends: technology with a focus on robotics and artificial intelligence, big data analytics, social media and online communities and the sharing economy. The findings provide valuable insights for practitioners and researchers.

This paper provides a current view of how the advances in technology have evolved into four separate trends that are effecting both management and consumers. The current implications of these four trends are discussed as well as implications for the future.

The Corporation of the City of London are about to appoint a Public Analyst, and by advertisement have invited applications for the post. It is obviously desirable that the person appointed to this office should not only possess the usual professional qualifications, but that he should be a scientific man of high standing and of good repute, whose name would afford a guarantee of thoroughness and reliability in regard to the work entrusted to him, and whose opinion would carry weight and command respect. Far from being of a nature to attract a man of this stamp, the terms and conditions attaching to the office as set forth in the advertisement above referred to are such that no self‐respecting member of the analytical profession, and most certainly no leading member of it, could possibly accept them. It is simply pitiable that the Corporation of the City of London should offer terms, and make conditions in connection with them, which no scientific analyst could agree to without disgracing himself and degrading his profession. The offer of such terms, in fact, amounts to a gross insult to the whole body of members of that profession, and is excusable only—if excusable at all—on the score of utter ignorance as to the character of the work required to be done, and as to the nature of the qualifications and attainments of the scientific experts who are called upon to do it. In the analytical profession, as in every other profession, there are men who, under the pressure of necessity, are compelled to accept almost any remuneration that they can get, and several of these poorer, and therefore weaker, brethren will, of course, become candidates for the City appointment.

The purpose of this paper is to investigate the barriers to casino development, asking how they can be minimized, and how might casino resorts drive tourism growth most effectively?

An extensive review of literature on casino development is reviewed and analyzed.

This paper supports the proposition that casinos can be used to provide attractions that will benefit tourism destinations.

This paper provides useful insights for tourism planning, governmental management of gaming jurisdictions, and gaming executives on the social costs and benefits of gaming. The paper focuses on how to reduce the social costs and maximize the value created by the economic benefits.

The author proposes a model where future casino development should be required to support other entertainment options, such as live entertainment and restaurants at tourism destinations.