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The aim is to analyse a regional cultural tourism object in Latvia, focusing on the elements of smart tourism as an indication of opportunities provided by digital technologies and its practical application.

The research employed data from the Central Statistical Office of the Republic of Latvia (hereinafter CSB), publicly available reports by ministries of the Republic of Latvia (hereinafter RoL), the Organization for Economic Cooperation and Development (hereinafter OECD) etc., as well as summarized scientific findings on the research problem. Data on the use of smart technology elements at the Rundale Palace Museum were obtained in two ways: from public reports on the museum in 2016–2021 and additionally an expert interview was conducted with the deputy director of the museum. The expert interview questions were semi-structured.

The characteristics of cultural tourism indicate the use of ICT in destination management, marketing, planning, process organization and changes in organizational culture. The recognizable elements of smart cultural tourism are the smart travel destination, smart experiences and smart business. 4.0 G technologies are required to ensure the functioning of the elements: artificial intelligence, big data analytics, the Internet of things, blockchain, cloud computing, virtual and augmented reality. Smart cultural tourism is a unified system involving several levels of national and municipal institutions, organizations, entrepreneurs and NGOs. The implementation of smart cultural tourism requires centralized funding to implement and manage digital connectivity between the stakeholders. In the Latvian and Baltic context, the Rundale Palace Museum has been established as a cultural tourism object – a Renaissance palace museum, which is the second most visited museum in Latvia. The Rundale Palace Museum digitizes the services it provides within its financial possibilities, e.g. cloud data for remote purchase of visitor tickets, self-registration of visitors in the single visitor system, augmented reality and mobile applications. The Internet of things is not used, while artificial intelligence is partially used by the museum. At the Rundale Palace Museum as a smart tourist destination, the research did not identify the following features: a technological platform, a smart destination strategy and use of big data. Further, public-private consumer cooperation is not in place. The Rundale Palace Museum was not identified as an element of smart business, as a single smart business ecosystem for cultural tourism has not been created in the entirety of Latvia as yet nor in the Zemgale region in particular. Communication between cooperation partners occurred via telephone.

Few research studies on digital solutions for cultural tourism in Latvia and in the region of Zemgale, where the largest Renaissance pearl in Latvia and the Baltic States – the Rundale Palace Museum – is located, have been conducted; hence, this study contributes to addressing the research gap.

This paper aims to determine the significance of tourist walkability on three community-based tourism sustainability indicators, namely, the economic, social and environmental benefits and costs impacting community’s quality of life through the lens of the triple bottom line approach with the institutional theory.

This study views institutions as either enabling or restricting the sustainable community-based tourism because institutions influence resource integration and value assessment by the beneficiary. Moreover, institutions also lead the co-creation of sustainable community-based tourism among various stakeholders. Drawing on this conceptualisation, the notion of sustainable community-based tourism is filtered through the lens of institutional theory. Thus, this work approaches sustainable community-based tourism as a dynamic process of co-creating a tourist destination formed by different actors’ and institutions within the ecosystem of the tourist destination. Meanwhile, the triple bottom line benefits and costs experienced by the overall community would produce net effects on the residents’ perceptions of sustainable tourism.

This paper classifies both tangible and intangible costs and benefits because of tourist walkability and its triple bottom line trade-offs experienced by tourists and residents. This paper penetrates new grounds by reviewing the triple bottom line impacts of tourist walkability on residents’ quality of life. Government policies as mediating variable and national culture and individual personalities of tourists and residents as moderating variables were discussed. A conceptual framework named Tourist Walkability Sustainable Tourism Impact on Residents (TWSTIR) is proposed. Finally, a Sustainable Community-based Tourism Strategic (SCBTS) model which is based on the two dimensions of intensity of tourist walkability and residents’ quality of life is proposed.

Research limitations may include a lack of assessment on political, technological and legal issues, and therefore, future research is warranted in these three areas. Some emotions and attitudes of the residents may not be captured since the Gross National Index (Gross National Happiness) may have its inherent blind spots.

This paper would be of interest to the scholarly world, as its original idea and concluding research agenda are burrowing into a new sub-field of tourism research. In view of growth and degrowth of sustaining community-based tourism, the SCBTS model is presented to provide directions for tourism policymakers and entrepreneurs to formulate and implement appropriate strategy for the tourist walkability activity per se and investment in the accompanying infrastructure.

This paper also presents the sacrifices and inequities in the communities and the relevance of government policies, national culture and individual personalities of tourists and residents, in which the attention of tourism policymakers and the communities that thrive on the travel and tourism industry should not be neglected.

The idea and discussion of this paper is original. This paper burrows into a new sub-field of tourism research. Tourist walkability needs more attention from the scholars, as this tourist activity can have positive and negative effects on residents’ quality of life. The TWSTIR framework is developed to discuss the relationships of tourist walkability, triple bottom line concept and residents’ quality of life within the sustainable community-based tourism scope. The SCBTS model is presented for tourism policymakers and entrepreneurs to perform appropriate strategy for the tourist walkability activity and investment in the accompanying infrastructure.

To explore the future visions outlined in one of the first academic books on UK tourism to venture into tourism futures. Through today’s lens, their visions are explored through three topics: Future Markets and Destinations; Future Resources; and the Future Organization of Tourism.

Exploring the backstory, key drivers and tipping points of UK tourism development and tourism education during the 1960s and 1970s, they help to understand the rationale for the authors 1974 future visions of UK tourism. These visions are tested against reality, using a mixture of data, softer evidence and the authors’ judgements.

Acknowledging the authors showed courage in presenting their future visions, when so little was known about the development of tourism, let alone tourism futures. The article highlights the successes and failures of their future visions across 20 tourism sectors, through 55 tourism forecasts. The reasons for weaknesses in some of their forecasts, and their foresight in highlighting little known issues are explored, along with key learning points for tourism futurists.

The future visions of UK tourism were tested against data and other evidence, but this was not always possible. Therefore, the success or failures of some of the visions are based on the authors’ judgement.

Over the past 50 years, there has been a steady growth in tourism futures studies. Given the recent increase in awareness of history in driving futures thinking, perhaps now is the time to apply this viewpoint to previously published tourism futures studies because such reviews provide a timely reminder of the transient nature of tourism futures gazing.

This study aims to explore the values, resilience and innovation of four food businesses during the COVID-19 pandemic and their responses to the chaotic environment they find themselves in. It also evaluates whether there is evidence of a thriving food in tourism environment propelling these businesses forward within an innovative regenerative tourism system.

A descriptive and comparative case study approach is used using a holistic design with four in-depth interviews for each business over 18 months. A thematic analysis of the qualitative data provides answers to the key research questions and informs our understanding of the ecosystems in which food businesses reside.

The findings indicate that an internal business ecosystem with a strong value base and effective networks across a range of stakeholders enhances resilience. The crisis refocused and stimulated a variety of innovations.

An ethos of collaboration and cooperation for food businesses provides opportunities for a shared future where it is implemented.

A values-based food in tourism system that gives back to communities potentially creates an external environment that better supports small food businesses; however, the place of food in tourism and the food story of Aotearoa New Zealand continues to lack clarity.

The exploration of four food businesses in the time of crisis provides new insights into the multidirectional inter-related factors that either drive success or hinder it.

The tourism and hospitality sectors are experiencing radical innovation boosted by the advancements in Information and Communication Technologies. Increasingly sophisticated chatbots are introducing novel approaches, re-shaping the dynamics among tourists and service providers, and fostering a remarkable behavioral change in the overall sector. Therefore, the objective of this paper is two-folded: (1) to highlight the academic and industrial standing points with respect to the current chatbots designed/deployed in the tourism sector and (2) to develop a proof-of-concept embodying the most prominent opportunities in the tourism sector.

This work elaborates on the outcomes of a Systematic Literature Review (SLR) and a Focus Group (FG) composed of experts from the tourism industry. Moreover, it presents a proof-of-concept relying on the outcomes obtained from both SLR and FG. Eventually, the proof-of-concept has been tested with experts and practitioners of the tourism sector.

Among the findings elicited by this paper, we can mention the quick evolution of chatbot-based solutions, the need for continuous investments, upskilling, system innovation to tackle the eTourism challenges and the shift toward new dimensions (i.e. tourist-to-tourist-to-chatbot and personalized multi-stakeholder systems). In particular, we focus on the need for chatbot-based activity and thematic aggregation for next-generation tourists and service providers.

Both academic- and industrial-centered findings have been structured and discussed to foster the practitioners' future research. Moreover, the proof-of-concept presented in the paper is the first of its kind, which raised considerable interest from both technical and business-planning perspectives.

This study aims to add to the understanding of the interactive nature of brand love by using a multilayer perspective that incorporates individual, group and societal contexts.

The qualitative empirical study uses abductive reasoning. Its theories and conclusions are grounded in naturally occurring data from an online brand community. The approach revealed new interactive processes of brand love.

This study extends our understanding of the interactive nature of brand love by adopting a layered perspective incorporating micro- (individual), meso- (in-group), macro- (in-group vs out-group) and mega-layer (societal) social dynamics that complements the predominant focus on individual psychological processes. It challenges the linear, monodirectional trajectory approach to brand love, suggesting that brand love is in constant flux as individuals move across the layers in their identification with the brand.

This study provides data from one destination brand in Finland. Future studies could consider other types of brands and contexts in other countries and cultures.

This study shows brand managers that brand lovers can be divided into subgroups with distinct drivers of their love to which brand managers should attend.

To the best of the authors’ knowledge, this is the first attempt to describe the interactive nature of brand love through interactions between and within four layers of brand love. Furthermore, this study enhances our understanding of the contradictory aspects of brand love.

The aim of the proposed classification approach of potential market alternatives (CAPMA) is to provide exporting countries with a framework for identifying potential market opportunities for their products or services.

In today's global market conditions, with competition increasing daily, companies, businesses and states must seek new markets at the national and international level. Target market selection is a strategic process that directly affects the success of an organization and can lead to important results in the short and long term. The process requires systematic research and digitization of data to analyse target markets.

The study tested the proposed approach by analysing Turkey's potential markets for hazelnut exports and identifying new target markets. A significant part of Turkey's hazelnut exporting is confined to the European geography of Turkey, the leading country in hazelnut production and export. Twenty potential markets were evaluated on the basis of 11 criteria, and feasible alternatives were categorized into four classes. The study revealed that the USA, India, the United Kingdom and Japan were in the category of markets with the greatest potential for increasing exports (Dimension 1).

This study has developed a novel approach that allows the comparison of the current market situation with potential market outcomes and creates an accurate classification of target markets.

The objective of this paper is to examine the ways in which tourism can be regarded as a catalyst for positive change, benefiting both people and the planet. The authors consider the integral role of community engagement as a tangible component within the governance frameworks of destination management organizations (DMOs).

Originating from the authors' professional experience and academic expertise in managing and marketing tourist destinations, both at the local and regional levels, the article explores the pressing requirement for reevaluating policies and strategies. It aims to emphatically underscore and reiterate the role of tourism as a pivotal driver for enhancing peoples' quality of life and ensuring the sustainability of tourist destinations. This effort involves not only maintaining equilibrium among the four widely recognized pillars of sustainability but also pondering the significance of an equally crucial aspect of destination management – the political sustainability of the governance framework of tourist destinations.

Current realities encourage the authors to contemplate and act, guided by the unfolding of tourism's swift regenerative influence. It is anticipated that people have gleaned vital lessons from the collective pause people underwent during the pandemic, coupled with the stark realization of being unable to partake in the favourable contributions of tourism in everyday life. This article highlights the urgency of implementing DMO models that are capable of conceptualizing and operationalizing a human-centred tourism development policy and the resulting sustainability strategies, enhancing representation and guidance for the satisfaction of stakeholders.

It is neither a widespread practice, nor are there many prior studies that tackle the potential of forecasting the comprehensiveness of governance and management models for tourist destinations that encompass stakeholders who represent the direct interests of local communities within the tourism system. Supported by a literature review, analysis of secondary data and the first-hand experience of the authors, it becomes apparent that the operational landscape of most organizations functioning as tourist destination managers is predominantly at the regional and local tiers. These very organizations are the ones that have been progressively evolving, displaying a readiness to introduce innovation in this realm. Implementing these models would represent an approach to governance more inclined towards a bottom-up style, thereby posing a challenge to the more rigid and commonly employed strategies that emanate from a centrally structured national framework.

COVID-19, like many previous crises, proved once more that some hospitality and tourism organizations are more crises resilient than others. Despite increasing frequency and magnitude of crises, little is known about the features of crises resilient organizations and mitigation strategies they adopt. If the characteristics of such resiliency are identified, those strengths might be targeted. Hence, the purpose of this study is to identify characteristics of crises resilient organizations by analyzing the interface between different organizational characteristics, recovery strategies they adopted and impacts of COVID-19 on individual hospitality and tourism organizations.

A global sample of 202 respondents from 20 countries and four continents, representing different sectors of the hospitality and tourism industry, participated in the survey. Descriptive analysis and cluster analysis were used to rank the items and group hospitality and tourism organizations based on their crises resiliency.

Service quality, loyal customers, branding, high paid in capital, domestic market base, hygiene and safety image, information and communication technology adoption, product and market diversification and restructuring debts emerged as major characteristics and strategies of crises resilient organizations. Using cluster analysis, four different groups of organizations were identified. Based on the impacts of COVID-19 on these organizations, Cluster-1 emerged as significantly more crises resilient, whereas Cluster-4 organizations were significantly more vulnerable to crises. Their characteristics and mitigation strategies they adopted were discussed.

The paper not only identified features of crises resilient organizations and successful mitigation strategies but also measured their impact on various performance indicators. Future studies might use characteristics, mitigation strategies and performance indicators identified in this study.

Based on the findings, tourism organizations would focus on strengthening characteristics and implementing strategies that make crises resilient organizations. Public bodies and destination management would also set their decision criteria based on these findings to create a more resilient tourism industry.

This research not only identifies how hospitality and tourism organizations are affected by COVID-19 but also how these impacts change based on different organizational characteristics and strategies. Understanding which organizational characteristics affect the crises vulnerability of hospitality and tourism organizations might inform risk and crises management literature and structural design elements in tourism businesses, hence offer both theoretical and practical implications.

The technological and digital revolution has introduced important changes in the tourism industry. However, capturing the extent of the new tourism 4.0 paradigm is still difficult. This study aims to assess the dimensions related to the concepts of industry 4.0 in tourism and hospitality, tourism innovation and tourism ecosystem when considered simultaneously, and their role in promoting a new wave of competitiveness in the tourism industry.

A bibliometric study was conducted based on tourism 4.0, hotel 4.0, tourism innovation and tourism ecosystem using 120 eligible articles published between 2008 and 2021 from the Web of Science database.

This study demonstrated the advances in industry 4.0 in tourism and hospitality publications over 13 years and identified five interconnected dimensions: (1) knowledge transfer in tourism; (2) networking tourism innovation; (3) sources of tourism innovation; (4) smart tourism ecosystem and (5) innovation research in tourism. It was also concluded that tourism development should be a regional competence based on strategic networking and externalisation of regional knowledge flows.

This bibliometric review provides important implications and recommendations for several players of industry 4.0 in tourism and hospitality and policymakers. Not only did it make it possible to create a state of art, but also to categorise the existing interconnections between the dimensions of Tourism 4.0, Hotel 4.0, Tourism innovation and Tourism ecosystem to optimise its implementation and generate greater value. In addition, practical implications were inferred that improve the tourism sector’s competitiveness, helping strategic decision-making at the level of policymakers and actors in this sector.

Apart from state of the art, this bibliometric review made it possible to categorise the existing interconnections between the dimensions of tourism 4.0, hotel 4.0, tourism innovation and tourism ecosystem to optimise its implementation and generate greater value. Practical implications were inferred that improve the tourism sector’s competitiveness, helping strategic decision-making at the level of policymakers and several players in this sector.

This study addresses the existing literature gap in the interconnection of industry 4.0 with tourism and hospitality by describing the most relevant conceptual interconnections and setting practical implications for improving the competitiveness of the tourism industry. Furthermore, it integrates previous studies and outlines future lines of investigation.