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This study explores the various obstacles that female instructors and students confront in tourism education.

Utilizing qualitative research approaches and a thorough literature assessment, this study investigates women’s complex challenges in the academic and educational domains. The study examines the particular difficulties faced by female professors, such as work-life balance concerns, gender bias and limited opportunities for career advancement. Furthermore, the study also analyses the challenges that female students confront, including the threat of stereotypes, sexual harassment during internships and restricted access to networking and mentorship possibilities.

Findings illustrate that both female tourism academics and students face gender discrimination in academia and in the sector.

The findings may contribute valuable insights for policymakers, educators and stakeholders, emphasizing the need for targeted interventions and inclusive policies to create supportive environments for female lecturers and students in these departments.

This is the first study done in North Cyprus, which specifically analyzes gender inequality in tourism education. It is valuable as it emphasizes the significance of advancing gender equality in tourism and hospitality education.

This study aims to explore the strategies adopted by tourism and hospitality businesses in North Cyprus during the Covid-19 pandemic. The analysis also points to sustainable tourism approaches that could be adopted in the post-Covid-19 period.

Qualitative methodology was used to collect detailed information from 20 tourism and hospitality business owners operating in North Cyprus.

The findings illustrate the negative impacts of the Covid-19 pandemic on tourism and hospitality operations in North Cyprus and reveal how businesses have coped and responded to these challenges. Some operators have been able to adapt and their actions provide indicators for a sustainable tourism business model in North Cyprus.

The study draws on the experiences of business owners and reveals how they have sought to sustain their operations during the uncertain conditions of the Covid-19 pandemic.

The findings of this study could assist government agencies in the construction of sector-specific support programs for tourism and hospitality businesses.

The adverse effect of Covid-19 on tourism and hospitality operations is a current topic that needs to be analyzed. This study draws on the experiences of practitioners to analyze the competitive strategies used by tourism and hospitality businesses in North Cyprus.

The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of competitive strategy on company performance in general, and the influence of cost leadership and differentiation strategy on organizational performance in detail.

The research methodology was based on the PRISMA review, and thematic analysis based on an iterative process of open coding was analyzed and then the sample was analyzed by illustrating the research title, objectives, method, data analysis, sample size, variables and country.

The main factor that influenced the competitive strategy is strategic growth; strategic growth has a significant influence on competitive strategy. Furthermore, competitive strategy will boost firm network, performance measurement and organization behavior. In the same way, the internal goal factor will enhance organizational effectiveness. Also, a differentiation strategy will support management practice factors, strategic positions, product price, product characteristics and company performance.

This study contributes to the literature by identifying a framework of competitive strategy factors, company performance factors, cost leadership strategy factors, differentiation strategy factors and competitive strategy with global market factors. This study provides a complete picture and description of the resulting body knowledge in competitive strategy and organizational performance.