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In this paper, the authors set out to explore how small- and medium-sized tourism enterprises (SMTEs) in a developing country (Turkey) are coping with economic and financial consequences of coronavirus disease 2019 (COVID-19) pandemic. It is also crucial to understand what kind of policymaking solutions will help them to successfully overcome it.

To gather data, the authors interviewed SMTEs in the Bodrum area – one of the most elite and exciting destinations for foreign travelers in Turkey. Semi-structured interview method was used, and questions for data collection focused on three key areas: (1) impact of COVID-19 on SMTEs, especially in terms of cash flow and other problems, (2) government incentives and (3) business strategies to cope with the crisis.

(1) Even a year and a half into the pandemic, despite government relief efforts, vaccination programs, the easing of lockdown and travel restrictions, survival is still the main concern for SMTEs. (2) Although they do not have enough resources, these entrepreneurs have energy and motivation, are optimistic about the future and are investigating new opportunities by capitalizing on their “strategic flexibility”, an intrinsic strength of SMEs. (3) Recovery is going to take a long time, and government support, however crucial in the interim, cannot replace the pre-crisis conditions that are anxiously awaited by these businesses.

One of the main limitations of this study is that the gathered research data are localized to one destination in Turkey, the Bodrum area. In that respect, it is difficult to hypothesize the degree to which the resulting data can be generalized to other areas of Turkey and the rest of the world. Future work is required to provide greater insight into how to be prepared effectively for this type of crisis. Therefore, further research should be undertaken to investigate tourism and hospitality industry in the whole country and to compare findings to those of other cities and regions. An especially important issue for future research that would yield insight and practical implications worldwide is comparison of findings across countries.

The impact of COVID-19 is challenging all SMTEs’ conventional business models. Each business needs to evaluate its own internal and external conditions, secure required financial resources necessary for survival and sustainable business strategies for post-COVID-19 era. Besides short-term survival thinking, they also look for long-term business strategies both saving, investing, innovation and diversification. They are also on the look-out to seize any new opportunities presenting themselves as well as for any additional governmental support.

This paper offers a systematic approach toward understanding the realities of SMTEs in the midst of crisis by focusing on their short-term survival and long-term sustainability responses against COVID-19. It also brings practical experiences of industry participants and opinions of industry experts to academicians, practitioners and policymakers, shedding light on challenges faced by SMTEs.

The purpose of this article is to evaluate the leadership skills and entrepreneur's or owner/manager's ability to motivate apprentices and other young employees. Specifically, the artical investigates young employees' perceptions about leadership and motivational behaviour in small‐ and medium‐sized hotels.

The first part of the paper provides a literature review of entrepreneurial skills in general and human resource management in particular. The second part presents a survey that was carried out in 2003 in the Alpine region of South Tyrol to assess apprentices' evaluation of entrepreneurial leadership behaviour in small‐ and medium‐sized hotels.

The findings show that entrepreneurs in small‐ and medium‐sized hotels cannot meet young employees' job expectations – difficulties in communication and planning as well as low motivation and insufficient career options are mentioned as core problems in tourism enterprises.

It is argued that some stakeholder groups within an enterprise, such as young trainees or apprentices, might have deeper insights into entrepreneurial processes and leadership skills. However, more research is needed to support these findings as the study is limited by its sample size and focus on the Alpine region of South‐Tyrol, Italy.

The results suggest that entrepreneurs should establish better motivational structures within their enterprises. In particular, they must consider that the development of career paths is a very important instrument in motivating young apprentices to work in the tourism industry.

This paper investigates the main characteristics of small business entrepreneurs in tourism and reports associated skills in the management of human resources. This paper also presents a survey that was carried out in 2003 to assess the evaluation of trainees of leadership behaviour in small‐ and medium‐sized tourism enterprises (SMTEs).

Emphasizing the critical role of technology-enabled distribution in tourism, this study, a viewpoint, aims to highlight the potential of democratized technologies in readdressing the competitive imbalance between small- and medium-sized tourism enterprises (SMTEs) and their larger peers in today’s online marketplace. By enhancing competitiveness and performance, democratized technologies can strengthen the resilience, sustainability and competitive position of the SMTEs on which tourism depends, helping to support the Horizon 2050 agenda and UN’s Sustainable Development Goals.

Examining the development of online and electronic distribution in tourism, the viewpoint identifies the key challenges to the successful use of technology-based distribution systems by SMTEs, as well as highlights the trend toward democratized technologies as a potential solution to help improve technology take-up and performance.

With no/low initial capital or operating costs, and little need for technical expertise, democratized technologies have the potential to overcome two of the three key challenges limiting the successful adoption and use of distribution technologies by SMTES. The key blockage remains one of managerial awareness and acceptability. With informal organization structures, little managerial or technical training and an ingrained reluctance to change, SMTE managers remain unfamiliar of the possibilities offered by this developing trend. While this challenge could be addressed by awareness building and training, in the longer run, it is likely that more substantial progress will arise from generational change in SMTE management, with digitally native successors more likely to exploit this development to improve competitiveness and performance.

Emphasizing the pivotal role that democratized technology can potentially play in redressing the competitive imbalance between SMTEs and their larger peers in the distribution space, this viewpoint serves as a call for action for tourism businesses to re-examine their approach to technology adoption and leverage democratized technologies to address current deficiencies in their distribution approach, helping to improve competitiveness and performance, thus supporting the Horizon 2050 initiative and furthering the UN’s Sustainable Development Goals.

这篇观点论文强调了技术驱动的分销在旅游业中的关键作用, 强调了民主化技术在重新解决中小旅游企业（SMTEs）与其大型同行在当今在线市场中的竞争失衡方面的潜力。通过提高竞争力和绩效, 民主化技术可以加强旅游业所依赖的SMTE的韧性、可持续性和竞争地位, 有助于支持地平线2050议程和联合国可持续发展目标。

该观点论文考察了在线和电子分销在旅游业的发展, 确定了SMTE成功使用基于技术的分销系统的关键挑战, 并强调了将民主化技术作为帮助提高技术使用率和性能的潜在解决方案的趋势。

由于没有/较低的初始资本或运营成本, 也几乎不需要技术专业知识, 民主化技术有可能克服限制SMTES成功采用和使用分销技术的三个关键挑战中的两个。关键的障碍仍然是管理意识和可接受性。由于非正式的组织结构、很少的管理或技术培训以及根深蒂固的不愿改变, SMTE的管理人员仍然不熟悉这一发展趋势所提供的可能性。虽然这一挑战可以通过提高认识和培训来解决, 但从长远来看, SMTE管理的代际变革可能会带来更大的进展, 数字原生继任者更有可能利用这一发展来提高竞争力和绩效。

强调民主化技术在纠正SMTE与其在分销领域的大型同行之间的竞争失衡方面可能发挥的关键作用, 本文呼吁旅游企业采取行动, 重新审视其采用技术的方法, 并利用民主化技术来解决其分销方法中的当前缺陷, 帮助提高竞争力和绩效, 从而支持地平线2050倡议, 推动联合国的可持续发展目标。

Haciendo hincapié en el papel fundamental de la distribución posibilitada por la tecnología en el turismo, este punto de vista destaca el potencial de las tecnologías democratizadas para corregir el desequilibrio competitivo entre las Pequeñas y Medianas Empresas Turísticas (PYMETs) y sus homólogas de mayor tamaño en el mercado online actual. Al mejorar la competitividad y el rendimiento, las tecnologías democratizadas pueden reforzar la resistencia, la sostenibilidad y la posición competitiva de las PYMETS de las que depende el turismo, contribuyendo así a apoyar la agenda Horizonte 2050 y los Objetivos de Desarrollo Sostenible de la ONU.

Examinando el desarrollo de la distribución online y electrónica en el turismo, el punto de vista identifica los desafíos clave para el uso exitoso de los sistemas de distribución basados en la tecnología por parte de las PYMETs, así como destaca la tendencia hacia las tecnologías democratizadas como una solución potencial para ayudar a mejorar la adopción y el rendimiento de la tecnología.

Con unos costes iniciales de capital o de funcionamiento nulos o bajos, y poca necesidad de conocimientos técnicos, las tecnologías democratizadas tienen el potencial de superar dos de los tres retos clave que limitan la adopción y el uso con éxito de las tecnologías de distribución por parte de las PYMETs. El bloqueo clave permanece en la concienciación y la aceptación por parte de los directivos. Con estructuras organizativas informales, escasa formación técnica o de gestión y una arraigada reticencia al cambio, los directivos de las PYMETs permanecen desconocedores de las posibilidades que ofrece esta tendencia en desarrollo. Aunque este reto podría abordarse mediante la concienciación y la formación, a largo plazo es probable que surjan progresos más sustanciales del cambio generacional en la gestión de las PYMETs, con sucesores nativos digitales más propensos a explotar este desarrollo para mejorar la competitividad y el rendimiento.

Haciendo especial hincapié en el potencial y fundamental papel que la tecnología democratizada puede desempeñar a la hora de corregir el desequilibrio competitivo entre las PYMETs y sus homólogas de mayor tamaño en el espacio de la distribución, este punto de vista sirve de llamada a la acción para que las empresas turísticas reexaminen su enfoque de la adopción de tecnología y aprovechen las tecnologías democratizadas para subsanar las deficiencias actuales en su enfoque de la distribución, ayudando a mejorar la competitividad y el rendimiento, apoyando así la iniciativa Horizonte 2050 y fomentando los Objetivos de Desarrollo Sostenible de la ONU.

Kenyan Small and Medium-sized Tourism Enterprises (SMTEs) have been highly affected by the COVID-19 pandemic. In particular, the tourism workforce had to face lockdowns and travel restrictions. In order to maintain business and operational continuity, the tourism workforce had to leverage on internet technologies and digitalisation as a means of enabling business continuity and providing value addition in their supply chains. This study sought to investigate on the extent to which digital skills aid in the tourism recovery process as well as improve the employees' well-being amid the COVID-19 pandemic among SMTEs in Nairobi City County.

The study took a qualitative approach based on constructivist grounded methodological approaches that emphasised specifically on the discovery of emerging trends and patterns in behaviour as well as development of new theory. The aim was to understand the tourism workforce recovery process using digital skills. The process involved data gathering from interview participants, qualitative emic and etic coding, analytical memo writing, theoretical sampling and reconstructing theory.

The findings of the study showed that due to losses attributed to the lockdowns and travel restrictions, prospective digital business models have been formulated for tourism stakeholders during the lockdown period. The changing technological landscape globally showed that digital skills will continue to be in great demand to meet the needs of the marketplace. Further, the use of social digital tools to build a mental health response to COVID-19 was instrumental to the recovery process. Technological resilience is a key factor that will play a role in reviving the sector.

A structured vision, roadmap and tourism strategy for mainstreaming digital skills and developing technological resilience within the tourism and hospitality sector is important towards coping and adaptive strategies for the SMTEs in the Kenyan context.

This study examines how digital skills are vital for tourism recovery especially for the SMTEs within the developing countries context.

Anecdotal evidence suggests that in times of economic constraints particularly in countries such as Greece that have long been stereotyped as corrupt, business practices amongst small- and medium-sized organisations that make up the majority of these nations’ tourism operators may become less than ethical or legal. The purpose of this paper is to explore these issues empirically in order to understand the impact of both cultural values and economic constraints on tourism businesses’ practices.

An exploratory case study using mixed methods has been adopted. Quantitative data were gathered from tourism business owners, managers and employees via questionnaires to establish the nature and scope of various unethical, illegal or immoral practices. Qualitative data were gathered to explore the ways these issues are considered and enacted.

Results show that there are many unethical and illegal practices that have been witnessed first-hand. Businesses’ attempts at acting in an ethical and socially responsible manner tend to be affected by not only cultural issues, but also economic constraints, yet there remains a desire to act in a way that does not impact negatively on tourists or on the local society and environment.

This research fills a gap in the literature relating to the ethical stance and practices of tourism entrepreneurs. It also presents an original conceptualisation of these issues in light of their location within the extant literature on ethics, corporate social responsibility and both sustainable and responsible tourism.

Investigates small and medium‐sized tourist enterprises (SMTEs) in the European hotel sector and their utilisation of the Internet and their perception of online learning systems. Aims to demonstrate to SMTEs that training is imperative and that information and communication technologies (ICTs) can enable them to improve their inventory management, strengthen their marketing and communications strategies and develop their internal business processes. The survey demonstrates that SMTEs are not utilising information technology in their businesses to its full potential. They primarily see the Internet as a mechanism for promoting their hotel rather than for training, inter‐, intra‐organisational and e‐commerce purposes. Respondents have recognised that integrating technology with training will become a management challenge in the future, but at present it is not considered a priority. However, respondents did identify their highest preference for content to be incorporated into the online course modules to be ICT trends and issues. Concludes that SMTEs are willing to engage in online learning and that the ability of SMTEs in embracing e‐learning can become crucial determinants of their success.

The purpose of this paper is to describe multiple case studies based on free/open‐source software (F/OSS) web applications. F/OSS web applications were deployed to create a demo web‐portal for Swiss small‐ and medium‐sized tourism enterprises (SMTEs). The web‐portal will demonstrate web applications for the purpose of F/OSS awareness and their subsequent trials.

Multiple case studies using rapid prototyping methods to deploy F/OSS web applications were used.

It was found that a web‐portal for increasing awareness and enabling interactive trials in the context of web applications suited to service organisations such as the SMTEs would enable further investigation regarding F/OSS adoption in the SMTE community.

Major components deployed in developing a web‐portal provide a limited set of trials and do not represent the wide range of F/OSS applications which might be applicable to the SMTE community.

F/OSS applications, especially web‐based business applications, are increasingly being adopted for commercial purposes. However, building awareness and enabling exploration of such applications in the context of SMTEs is still a rare occurrence.

Upon the changes that have taken place in the tourist sector since the 7 990s, the SMTEs and the destinations where they operate are called to reflect on the opportunity to redefine the strategic and organizational assets that have distinguished them until now in order to respond to new needs and desires coming from a more segmented demand side. This paper presents the results of a research project conducted in the Dolomites, the most important alpine area in terms of numbers of tourists, representative of a community tourist destination and where the tourists do not defer to intermediaries to organize the vacation (do‐it‐yourself tourists). The Dolomites are now in the “mature” phase of the development life cycle and as such need a new approach to the market in order to maintain loyalty among current visitors and to gain loyalty in new tourist segments. The research was done in the summer 2001 and winter 2001–2002 by administering 5,000 online questionnaires to a representative sampling of “do‐it‐yourself” tourists. The objective was to study the decision‐making and behavioural models of do‐it‐yourself tourists and to build profiles of tourists who choose this destination. From these profiles it is possible to identify strategies that the SMTEs and the alpine destination as a whole could undertake to achieve the goals described above. The research highlights the importance for SMTEs to overcome the entrepreneurial spontaneity and to adopt an informed and planned business strategy. In this scenario the Regional Tourist Boards emerge as important actors that can play a key role in meta‐management.

This paper discusses plausible future scenarios for small and medium tourism enterprises (SMTEs) in the “sun, sea and sand” destination of the Canary Islands (Spain) and assesses to what extent they are prepared to adjust to market changes and technological developments in the light of both sudden disruptions and long-term shocks.

A scenario analysis was made based upon expert interviews, leading to a 2 × 2 scenario matrix.

Although regional, national and European strategies advocate digital transformation as a step towards building resilience and towards a more sustainable future, this study identifies two major uncertainties that can put that transformation at risk: a change of the traditional “sun, sand and sea” visitor to a more conscious, individual and inquisitive traveller or “Promad”, and the business culture of SMTEs.

Resilience for sudden and for slow-paced disruptions poses different challenges for SMTEs. Their next step in the digital transformation must take them form marketing and sales-oriented e-business to growing interconnectivity and innovation across supply chains.

A market change towards the “Promad” type of traveller causes at least a temporary mismatch of demand and supply. As many SMTEs miss either the knowledge or the resources to invest in digital transformation, the process will depend on support and coordination at destination level.

The study identifies, with the example of the Canary Islands, the difficulties for destinations and individual businesses in making the envisioned transition of mass tourism to more competitive forms of tourism with a smaller ecological footprint.

The emergence of global electronic markets on the Internet has been seen as an opportunity for small and medium‐sized tourism enterprises to improve their competitive position. However, several barriers hinder small hospitality organizations from capitalizing on IT and the Internet. This paper reports on an action research program of introducing Internet technology in a small hotel located in a peripheral region of Finland. As part of a project funded by the European Union, a complete integrated Web booking and hotel management system was developed, denoting a re‐engineering of many business processes. The system, which features customer online (real‐time) reservation services was an inexpensive, user‐friendly solution specially designed for the purposes of small and medium‐sized hospitality organizations with little prior IT knowledge. In the field of online reservation systems, the hotel is a pioneer, as it is the first independent hotel in Finland to offer online reservation services through a non‐customized reservation system.