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Grounded in destination web reputation, the purpose of this paper is to propose a methodological framework for the analysis of the destination image-building process, where the sentiment analysis (SA) is integrated with social network analysis (SNA) tools and social media analytics (SMA), making them accessible and functional for destination management choices. The outlined framework was successively tested through an empirical analysis carried out on the image and web reputation of Naples as a tourism destination.

Critical analysis of literature on web reputation has allowed the building of the conceptual framework applied to analyse the online reputation of the case study of the city destination of Naples. The empirical research was based on the use of a platform to listen to and analyse social media conversations that allowed one to collect the data on both the destination image and the online reputation of the city.

The paper conceptualises the theme of destination web reputation, proposing an online discourses classification, presenting and ranking destination dimensions, which might influence prospective tourist decision-making processes. Furthermore, this study can also be apt for all destination managers who need to monitor their destination online reputation and brand, and better manage their online presence.

From a theoretical perspective, through the integration of destination management principles with SA, SNA and SMA, this paper provides an original point of view for the analysis. The web reputation analysis of a destination is one of the instruments which – if systematically used – allows us to develop an effective policy to promote a destination in a tourist-centric way, in which the local offer system will be increasingly co-created and thus tailored to customers.

As the world continues to navigate between the “new normal” and the “next normal” of an ongoing pandemic, recovery plans of several tourism destinations are still not bringing desired results. The COVID-19 pandemic has exposed long standing structural weaknesses and gaps in tourism policies worldwide. The formulation of tourism policies based on the pandemic context is therefore a need of the hour. However, due to lock-down and physical distancing measures, data collection for the development of research-based tourism policies has not been possible. In this case, evidence-based policies stand as a workable option. Drawing from the book Tourism Destination Management in a Post-Pandemic Context, this policy document proposes a synthesis of tourism policies embraced by destinations struggling in the pandemic context. Lessons show that rebuilding tourism requires policies that address structural weaknesses, advance key priorities, foster global solidarity and take advantage of new opportunities. This piece of study comes to the conclusion that tourism policies post pandemic need to be based on seven pillars, namely mitigation, vaccination, collaboration, information, promotion, education and investigation.

The aim of this paper is to provide a critical analysis of the main literature contributions that concern smart tourism development and management, highlighting gaps and logical inconsistencies. In addition, to further stress the importance of the issues at stake, a simulation is performed for showing how technology allows achieving better outcomes when a certain level of efficiency is obtained via re-engineering of main organizational and operational processes.

A content analysis of recent relevant literature is performed with the help of machine learning topic modelling algorithms. A network analytic approach to digital ecosystems, then, is used to study the relationship between technological tools and physical entities in a destination and how these and their combination affect the efficiency of the system at local and global levels.

The literature analyzed lacks a good discussion on the necessity to improve and rationalize the operational and organizational processes while emphasizing mostly the technological aspects. On the other hand, the simulation case presented shows that if information and knowledge flows are reasonably efficient and well organized in the physical world, the integration of digital components further enhances these processes, whereas inefficiencies can hinder the flow of information and reduce its efficiency.

Apart from the methods used, relatively little explored, the authors show that, as also much of the computer science literature states, a fundamental prerequisite for successful “smart” projects is a logical and effective restructuring of the main operational and organizational processes.

本论文旨在分析关于智慧旅游发展和管理话题的主要文献, 指出文献缺口和逻辑矛盾。此外, 为了进一步指出这个话题的重要性, 本论文运行了一个模拟程序, 以证明科技如何帮助冲破瓶颈达到新的高峰, 通过重组重要组织和流程管理。

本论文采用内容分析法, 并借助机器学习建模程序。本论文采用电子生态环境的网络分析方法来研究科技工具与实体设备在旅游目的地中的关联, 以及如何这些设备资源能够融合在区域和全球范围内提高系统效率。

文献分析结果表明, 大部分文章都着重强调科技方面, 而忽略了运营和组织流程的改进。此外, 本论文展示的模拟案件表明如果信息和知识流在实体世界中有效的利用和管理, 那么与电子软配件的结合就会更加相得益彰, 相反, 如果未达到有效结合, 那么将阻碍信息流和降低效率。

除去本文利用的研究方法相对很少学者涉及, 正如计算机科学文献所说, 本论文证实了成功的“智能”项目所需要的前提条件是主要运营和管理流程的逻辑有效的重组。

Business process management (BPM) supports the creation and capture of firm value. In a dynamic context, the current approach to BPM appears to be limited and static in the face of the challenges posed by the firm's open innovation (OI) ecosystem. The main purpose of this paper is to shed light on the value co-creation through the integration of OI principles and mechanisms of value system.

To this aim, the paper suggested a conceptual integration of strategy and operations literature on OI and the firm's value creation system. This analysis adopted BPM lenses with specific attention to the alignment between value creation and value capture. Applying BPM lenses to the process of creating shared value sought the attainment of a comprehensive system of decisions articulated between strategy and operations.

The paper pinpoints key links between strategy models and operational planning, thus proposing a new framework that integrates the characteristics of value system and OI. The paper elaborates a new theoretical framework rooted in the extant literature conducted in BPM, business strategy and business model innovation (BMI) fields.

This paper aims to fill the gap in the literature in which strategy models are separately treated from the operational ones. This conceptual effort contributes to the extant literature by drawing upon a comprehensive frameworkand mapping the complex set of interactions between the firm's value chain and its innovation ecosystem.

The purpose of this paper is to propose a model of innovation and internationalization for small- and medium enterprises (SMEs) and at testing it on tradition-based firms. These are SMEs whose productions reflect their territory's cultural identity. They are often micro-firms and weak in global markets. Since these firms characterize the European and Italian offer, the scientific challenge is to verify whether there are possible strategic paths, mainly based on interfirm collaboration and dynamic knowledge, that can help them getting higher levels of competitiveness. More specifically, the proposed model aims at understanding if it is possible to overcome these firms’ weaknesses through collaboration in networking perspective.

Methodology uses theoretical backgrounds in order to define hypotheses. The main approach starts from contributions on RBT and dynamic capabilities and their possible linkages in the internationalization perspective. Thus, considering the aims, the paper analyze if according to resource-based approach, dynamic capabilities allow entrepreneurs to seek opportunities which become strategic resources for a sustainable competitive advantage. This issue is analyzed both in theoretical terms and in its empirical implications in artistic craft sector. The empirical research has been designed in order to explain knowledge creation and transfer processes, in terms of firms’ competitiveness. Particularly, the analysis adopts multiple case studies methodology.

Tradition-based “Made in Italy” SMEs, as depicted in the empirical analysis, are characterized by limited size and scarce financial resources. This situation determines a difficult access to innovation in order to compete in global market. Thus, the research has highlighted that the only internationalization path, useful for this kind of firms, is cooperation, in a networking perspective. Firms that succeed in this process not only set the basis for survival but even to gain competitive advantage.

Through this analysis, the paper proposes a model of innovation and internationalization for SMEs’ development. Particularly, the model will be replicable to all those firms that are expression of cultural identity (e.g. “made in”) and of tradition, for which innovation and internationalization can represent useful keys to compete globally.

The paper provides a connection between RBT, dynamic capabilities and internationalization theories applied to tradition-based sectors, such as craft, in search of innovation, in order to compete internationally. So the paper investigates also on the internationalization and networking processes, in order to verify if combined dynamic capabilities and resources are able to make these firms more competitive. Moreover, the research field is quite unexplored and represents an important step in the theoretical and empirical evolution.