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This paper aims to analyse residents’ perceptions of tourism growth in Porto prior to the COVID-19 pandemic, aiming to determine the most appropriate strategies to mitigate negative tourism impacts. Studies on resident perceptions of tourism impacts are still scarce, particularly the ones addressing the topic in the context of Portuguese urban tourism areas.

Data was collected through an online survey, focusing on three categories of impacts: (i) economic, (ii) sociocultural (iii) and spatial-environmental, and the respective mitigation strategies, analysed from the perspective of Porto’s residents. Descriptive and bivariate statistics – T-test and Eta correlation – were used to analyse the collected data.

Respondents who live in the city centre experience specific tourism impacts more negatively, when compared to those living outside the inner-city area. Furthermore, no strong correlation is found between the said impacts and the respective mitigation strategies. However, creating awareness among tourists about acceptable behaviour in shared spaces is the strategy that stands out, as it has a medium correlation with all three impact categories. Most impact-strategy associations are weak, meaning that the defined strategies are not the most case-appropriate, which is something that policymakers should address.

To the best of the author’s/authors’ knowledge, this is the first study to adopt this approach in tackling the negative impacts of rapid tourism growth in Porto.

Previous literature has identified human resources as a key source of competitive advantage in organizations of all sizes. However, Small and Medium-sized Enterprises (SMEs) face difficulty in comprehensively implementing all recommended Human Resource Management (HRM) functions. In this study, we shed light on the field of HRM in SMEs by focusing on the context of Greek Small and Medium-sized Hotels (SMHs), which represent a dominant private sector employer across the country.

Using a fuzzy-set qualitative comparative analysis (fsQCA) and 34 in-depth interviews with SMHs' owners/managers, we explore the HRM conditions leading to high levels of performance, while taking into consideration the influence of internal key determinants.

We uncover three alternative successful HRM strategies that maximize business performance, namely the Compensation-based performers, the HRM developers and the HRM investors. Each strategy fits discreet organizational characteristics related to company size, ownership type and organizational structure.

To the best of the authors' knowledge this is among the first empirical studies that examine different and equifinal performance-enhancing configurations of HRM practices in SMHs.