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With the global adoption of the United Nations Sustainable Development Goals (UN SDGs), it has become increasingly important for educators to develop a responsive curriculum where future event practitioners understand, value and implement sustainability as a core component of meeting and event management. The purpose of this paper is to explore the viewpoints of industry to embed sustainability as part of developing a Meeting and Event Management curriculum that is responsive to industry needs, and in so doing, contribute to quality education (SDG4).

Qualitative data were generated from 10 key informant interviews amongst top-level meeting and event professionals. Open questions elucidated industry viewpoints to develop content for a Meeting and Event Management curriculum at Advanced Diploma level in South Africa. Content analysis and data interpretation revealed key topics that guided the embedment of SDGs in the curriculum as knowledge, skills, values and attitudes.

Curriculum content was linked to six specific, corresponding SDGs, namely: good health and well-being; quality education; decent work and economic growth; industry, innovation and infrastructure; climate action and partnerships for the goals.

The paper contributes valuable industry insights into academic educators concerned with responsive curriculum development in the field of meeting and event management by outlining how SDGs can be integrated as competencies and learning outcomes in a tertiary qualification.

The purpose of this study is to determine the value a convention center provides its customers, the brand the center offers, and the importance of the customer/business relationship. Value, brand, and relationship equity (RE) are components of customer equity (CE).

Interviews were conducted with meeting planners related to their experiences with top‐tier convention centers in the USA.

Meeting planners confirmed value equity (VE) as the most important in the customer to business exchange. RE followed with brand equity (BE) as the least important of the three. Meeting planners identified the sub‐drivers of VE as location, quality and price received from the convention center. BE sub‐drivers included: reputation and the awareness of the convention center. RE sub‐drivers included: the interactions, responsiveness, and special treatment received from the convention center personnel. A CE model is presented.

The application of the CE model to the convention center's strategic planning process can provide a roadmap for increasing CE across value, brand and relationship activities.

This is the first study to identify the drivers and sub‐drivers of CE in the convention industry.

Proposes to review convention and meeting management articles published in the hospitality and tourism literature.

Uses content analysis of 147 articles published in hospitality and tourism journals for the 14 years from 1990 to 2003.

Identifies five core research themes, i.e. economic impact of conventions, site selection, meeting participation processes, destination marketing, and advances in technology.

Offers the first thematic view of convention and meeting management issues, derived from the literature.

This paper aims to provide an overview of the field of hospitality management and a guide to the major books, databases, web sites, and other resources that comprise a quality hospitality management reference collection.

Following a short introduction and overview, key sources and annotations are presented in categories that will help reference and collection librarians to better understand and serve hospitality management students. The sources were identified through the author's experience, library research guides and web sites, bibliographies, and other standard sources.

Hospitality management is growing and maturing as an academic discipline, aided by the fact that the field offers good job prospects. The key sources pertaining to hospitality management are scattered among several different industry sectors, including food and beverage, lodging, meetings and special events, travel and tourism, and theme parks and attractions.

This paper is the first to systematically identify key reference works for the field of hospitality management. It will be useful for librarians who work with business, culinary arts, hospitality management, or related fields.

The purpose of this study is to describe how Zoom became the tope video conferencing service across the globe.

This case was developed from secondary sources including industry reports, academic, newspaper, periodical sources, company annual reports, social media sites and company websites. This case has been classroom tested with undergraduates in a strategic management course as a capstone course.

The case study describes the rapid growth of Zoom Communications Inc., a San Jose based publicly traded video conferencing company founded in 2011 by Eric Yuan. It illustrates the competition in the online meeting solutions industry in late 2020, during the COVID-19 lockdown. To explain how Zoom became the top video conferencing service across the globe, the case highlights the attractiveness of the market and the competitive advantage of Zoom over its rivals. Students can evaluate the internal capabilities and competencies of Zoom as well as identify key challenges in the external environment for sustaining Zoom’s competitive advantage.

This case study is suitable for strategic management classes for upper-level undergraduates and at the graduate level for MBA and/or master students. It prepares students to discuss core concepts in strategy, such as competitive strategy and competitive forces that shape strategy.

Bill Freudenburg’s concept of recreancy is used as a frame for explaining processes that perpetuate questionable regimes of emergency response planning. The specific instance of tar sands upgrading in Alberta, Canada, is used as a case in point. When recreancy is institutionalized so that the results correlate across permitted hazardous facilities, it must be concluded that recreancy is less of a situational response than a normative dynamic.

The purpose of this study is three fold: to provide a preliminary exploration of meeting planners' use and perceived usefulness of the different types of social media; to examine why meeting planners use social media and; to investigate the perception of adopting the social media, especially as perceived critical mass impacts the adoption of social networking media.

Data were collected from the members of a professional association for meeting professionals in the Southwest US using an online self‐administered questionnaire. A total of 510 members received an invitation to take the survey and 120 responses were received, representing a 23.5 percent response rate. Descriptive analysis, discriminant validity, reliability and path analysis were used to estimate the relationships between the five constructs: perceived critical mass, usefulness, ease of use, attitudes and intention to use social network media in the future.

The most commonly preferred social network sites were Facebook (29 percent), LinkedIn (15 percent), YouTube (13 percent), Twitters (11 percent) and My Space (11 percent) and the social networking media rated most useful were Facebook (mean=3.7), LinkedIn (mean=3.1), YouTube (mean=3.0), Blogs (mean=2.7), Webinars (mean=2.6) and Twitter (mean=2.5), The top three reasons for using social media were: to communicate with other planners easily and quickly through chat or discussion boards (80.4 percent), to share queries, problems, solutions and opinions with other meeting planners (70.1 percent) and to get feedback from attendees after meeting/event/convention (69.9 percent). Additionally, the path model used in the analysis indicated that perceived critical mass not only directly influences intention to use social network media but also indirectly affects attitude toward using social media and intention to use social media simultaneously through perceived ease of use and perceived usefulness.

Even though the social networking media has previously been used by many meeting planners to find information, few research studies have explored the meeting planners' perception of social networking media and what factors may have an effect on meeting planners' adoption of using social network media. This study provides a preliminary empirical analysis of meeting planners' perception of these tools and the factors that influence their utilization.

This paper aims to explore the best practices in marketing strategies for the Malaysian business event industry.

A qualitative methodology was adopted to collect primary data from semi-structured interviews. The informants included ten experts from the Malaysian business event industry. The data collected were then grouped using the ATLAS.ti (v.8) software for thematic analysis. A trustworthiness assessment was applied to increase the credibility and ensure the rigour of the qualitative findings.

The qualitative results revealed the following final themes: event marketing, the marketing plan, the 7 Ps of the marketing mix, strength, weaknesses, opportunities and threats (SWOT) analysis and traditional and digital marketing. Interestingly, three inductive themes were also emerged as follows: relationship marketing, unique selling points (USPs) and key opinion leaders.

This study looked at Malaysian business events and focused only on findings from the industry expert's perspective. In the future, further investigation may concentrate on other business event industry players such as destination marketing companies, airline operators, travel intermediaries, clients, suppliers, universities and the government.

The findings offer a holistic approach to increase Malaysia's competitiveness among other primary business event host destinations in the Asian-Pacific, improve its worldwide and Asian-Pacific rankings and better position the country as a preferred business event destination during the coronavirus disease 2019 (COVID-19) pandemic.

This is the first such study to date, which has never been explored in qualitative academic research. This study has substantial implications for various business event industry stakeholders in Malaysia.

This paper reviews recent trends in major hospitality sectors in the Asia‐Pacific region. Observes that the meetings, incentives, conventions and exhibitions (MICE), backpacker, and bed and breakfast sectors are growing, characterised by burgeoning market demand, proliferation of specialist infrastructure, sector‐specific education and training, and dedicated development and marketing strategies. The casino sector is facing major challenges, seeing declining demand in some areas. Competitive forces are evident in the licensed clubs sector, where a proliferation of gambling options has undermined traditional sources of revenue. Conversely, the hotel and restaurant sectors can be considered mature. There is increased attention to facilities development, asset management, market segmentation and use of new technologies, and the restaurant sector appears focused on product revitalisation. Concludes that the recent economic turmoil in Asia will no doubt produce new challenges, as well as opportunities, in the lead up to the next millennium.

This paper aims to highlight how facilities can enhance the strategic competitive position of a business organisation.

The methods of investigation used in this study include observation, in‐depth interviews and secondary data.

This case study has shown that both hardware, i.e. facilities and software, i.e. business philosophy of the organisation are important to enhance its competitive position.

This study has looked at only one case. Future research may use the same five‐force model to assess and determine the contribution of facilities to the competitive position of a business organisation.

This study hopes to create more awareness among senior management of the strategic importance of facilities to a business's bottom‐line.

Using a strategic management model, this paper illustrates the contribution of facilities management to the broader corporate goals.