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The purpose of this paper is to provide an insight as to how recent trends in virtual reality (VR) have changed the way tourism and hospitality industry communicates their offerings and meets the tourists’ needs.

The approach is based on systematic literature review, where the relations between focal concepts are given to analyze potential future developments concerning VR.

The paper identifies and analyzes how VR technology affected tourism and hospitality industry through three main touch points – future tourism planning and management, technology-based marketing of tourism destinations and VR potential in changing consumer requirements. These concepts were analyzed to identify changing forces and suggest potential paradigm shifts that tourism and hospitality suppliers and marketers need to consider. These included realistic virtual travel replacements, the importance of interactive experiences and innovation in future tourism systems.

While there has been increasingly larger number of discussions on how tourists and tourism and hospitality industry have been using information and communication technology recently, there is little evidence of scholars and practitioners applying such methods. This paper used systematic literature review to illustrate means in which VR could be ingrained into tourism and hospitality services to meet the needs of tourists. It suggests that VR can and probably will fundamentally change the way in which tourists’ experiences and requirements are managed entirely.

The purpose of this paper is to contribute to knowledge about workplace diversity and equality in an under-researched country. Focusing on the south-eastern European transition economy of Bosnia and Herzegovina (BiH), it elaborates on the country’s legislation, public debate and previous research in the field.

The paper draws on a synopsis of the legislative framework, existing literature, public media and personal communications with human resource (HR) practitioners.

There is only limited research on diversity and equality in BiH. Ethnicity and gender are the most common grounds for discrimination. Although a solid body of legislation addressing anti-discrimination and equality issues exists, implementation is insufficient. The public debate tends to reinforce inter-ethnic conflicts and a negative atmosphere regarding sexual minority rights.

Due to the general lack of research on diversity and equality in BiH, the findings presented in this paper only can serve as a first approximation of the topic. Further academic research on concrete business practices and perspectives of HR managers is needed.

Firms not only need to increase compliance with anti-discrimination law, but they should also focus more on the benefits a multi-ethnic society can offer.

This is the first paper in the management literature that provides comprehensive insight into workplace diversity and equality in BiH.

This study focuses on HR practices that foster employee engagement during Covid-19. Companies in transition economies are particularly vulnerable to crisis and downsizing and other recessionary practices are frequently used.

Drawing on the model of caring human resource management, we utilise interviews with human resource representatives of 10 banks in the transition economy of Bosnia and Herzegovina. We analyse the banks at two different times to demonstrate how and why companies adapt their HR practices.

Our findings show a changing mindset in the deployment of highly context-specific HR practices. Strengthening company culture through a sense of community and communication ensure stability and continuity in work. Rather than layoffs, flexible work has become standard.

By highlighting the interplay between HR practices and employee engagement, we contribute to the discussion on engagement in exceptional circumstances and challenging settings and demonstrate how caring responsibilities “migrate” into HR practices in the professional context of a transition economy.

We propose a context-specific “protective caring approach” to foster employee engagement during crises.