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The goal of this study is to identify the problems of marketing military heritage as a tourism resource as well as to show how studies are linking the tourism industry with military historical sites to valorize epic wars and great tragedies as tourism development resources.

In this study, evaluation of recently published research papers, articles and publications on military tourism is conducted.

While most DMOs (Destination Management Organizations) and tourism organizations have been slow to acknowledge the potential benefits of military heritage tourism, the examples offered show how stakeholders can help promote military heritage tourism.

The study has suggested managerial implications that will aid in the integration of stakeholder participation in the development of military heritage tourism.

This paper examines the constraints and potential benefits of military heritage tourism, as well as collaboration between stakeholders and military historic sites.

The purpose of this paper is to examine how the changing pattern of climatic conditions is likely to impact tourism in Small island developing states (SIDS). Further, the study suggests appropriate management practices that could help in tackling the consequences of climate change on the tourism sector in SIDS.

Recently published articles and reports are analysed in relation to the effects of climate change on the tourism sector, and approaches to improve the resilience of tourism in SIDS.

The study has discovered the likely effects of climate change on the tourism business and found a high possibility of a decline in the tourism-based economy as an outcome. Furthermore, the study found that the absence of institutional alliances, government backing, resilient policy and advanced technological mechanisms are driving the associated risks of climate change in tourism.

The framework presented can assist tourism stakeholders to plan, prepare, mitigate and build resilience against the effects of climate variability on the tourism business in SIDS.

This study presents some practical measures for tourism stakeholders to enable them to reduce the effects of climate change on tourism activities in Small island developing states (SIDS).

This concluding article aims to summarize the key points and outcomes from the theme issue question: How could the Republic of Cyprus reduce the impact of seasonal tourism on long-term sustainable development? Which is a follow-up issue to the Cyprus sustainability theme issue published in Worldwide Hospitality and Tourism Themes volume 13 number 6 2021.

The paper summarizes the findings of the theme issue in relation to how stakeholders in the Republic of Cyprus can reduce the impact of severe tourism seasonality on long-term sustainable tourism development.

The findings of the articles in this theme issue explore the depth of the seasonality problem and its impact on the long-term sustainability of the small island state of Cyprus. Further, the articles in this collection explore potential remedies and ways to mitigate seasonality with the help of alternative, special interest tourism activities, improved air connectivity, established cluster-based activities, and improved accessibility to the island.

The articles in this issue provide perspectives from academics, practitioners, industry professionals, and policymakers on what steps could be taken to tackle increasing tourism seasonality that has profound effects on economic, social, and environmental sustainability in the island of Cyprus.

This study aims to examine the effect of chief executive officer (CEO) integrity on organizations’ strategic orientation. The authors propose that CEOs who have high degrees of integrity tend to negatively influence each of the three core dimensions of entrepreneurial orientation (EO) – innovativeness, proactiveness and risk-taking. They also argue that this impact of CEO integrity is likely to be stronger for overconfident CEOs and the CEOs with high power. Furthermore, this negative relationship is expected to attenuate when the firm has high customer orientation and when the CEO is compensated with high equity-pay ratio.

Seemingly unrelated regression analysis was conducted on panel of 741 firm-year observations of 213 firms across 2014–2017. CEO integrity and each of the three dimensions of EO were measured using content analysis of CEOs’ letters to shareholders. CEO power was measured using CEO stock ownership and CEO duality. CEO overconfidence was measured by using options-based measure. Customer orientation was measured by using content analyses on annual reports. CEO equity-pay based ratio was measured as sum of value of stock and option awards divided by CEO’s total compensation. This study considered alternative measures and performed treatments for potential endogeneity, sample selection bias and outliers.

The research findings conclude that organizations with CEOs who have high integrity tend to have lower levels of all sub-dimensions of EO – innovativeness, proactiveness and risk-taking. Further, the results indicate that the negative effect that CEO integrity has, affects one of its dimensions – proactiveness, such that the relation is strengthened when the CEO has high power and is highly overconfident. This negative effect weakens when the CEO is compensated with high equity-pay ratio. The results also indicate that the negative effect of integrity and innovativeness and risk-taking weakens when the firm has high customer orientation.

The research contributes to upper echelon theory literature by adding to the discussion of how business executives’ psychological traits map onto firm behavior. This research also finds common ground between literature on innovation and upper echelons, contributing to awareness about the drivers of firms’ EO.

This research addresses the question of firm relation to EO by highlighting that firms’ EO is also shaped by the psychological traits of their CEOs and the interaction of these traits with CEOs’ cognitive biases. Thus, board members of firms led by CEOs with high integrity can limit CEO’s risk-averse behavior by focusing on their training and by creating incentive systems. It is also advantageous for CEOs to understand that integrity is a double-edged sword, thus leveraging the strengths of their integrity, while simultaneously using tools such as training to diminish its negative aspects.

This paper fulfils a twofold identified need to: study the antecedents of each of the three dimensions of EO, not limited to corporate governance; and unearth the counterproductive behaviors associated with bright traits that make up their dark side