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Bidding, planning, design, and management are principles of successful conference execution. In this chapter, an appreciation of context and the specification of concrete guidelines are shared on how to make a conference a success. Micro examples inform the perspectives on how to apply event domain literature in the management of an academic association conference. Practical viewpoints, including strategic planning guidelines, operational documents, and event design philosophies shed light on professional conference management. Key success factors and challenges related to its design provide a yardstick on how to execute a conference. Key summary issues and special tips for success are also highlighted.

As the size of the population is growing and the capacity of the planet Earth is limited, human beings are searching for sustainable and technology-enabled solutions to support society, ecology and economy. One of the solutions has been developing smart sustainable cities. Smart sustainable cities are cities as systems, where their infrastructure, different subsystems and different functional domains are virtually connected to the information and communication technologies (ICT) and internet via sensors and devices and the Internet of Things (IoT), to collect and process real-time Big Data and make efficient, effective and sustainable solutions for a democratic and liveable city for its various stakeholders. This chapter explores the concepts and practices of sustainable smart cities across the globe and explores the use of technologies such as IoT, Blockchain technology and Cloud computing, etc. their challenges and then presents a view on business models for sustainable smart cities.

This chapter presents a brief selective review of recent literature from which the operative definition “sustainability diamond” emerges. Subsequently a tourism penetration index is developed for 40 small islands with populations of less than three million. The index scores loosely arrange destinations into three development stages across the life cycle: emerging, intermediate, and high impact. Descriptive profiles of the characteristics of these three stages are presented, followed by a means difference analysis employing a dozen socioeconomic variables. The chapter concludes that these are three empirically distinct stages of development, each having major policy challenges.

Pre-project planning can be an important process for libraries managing large project portfolios. The process allows anyone within an organization to put forth a potential project, and it clearly articulates the process both for developing an idea into a project and for approving and prioritizing projects.

Drawing from experience, the authors introduce a preliminary step for proposing projects before the project management principles are applied.

Benefits of the process include: promoting stakeholder input; preventing organizational overwhelm; documenting the library’s project portfolio; and improving communication, transparency, and decision-making. Libraries implementing this process should define a project for their organization, build buy-in among those involved, and ensure that approved projects advance library goals.

This chapter is largely practical and derived from experience. It provides an in-depth look at pre-project planning, a concept largely ignored in the project management literature.

Many good sustainability entrepreneurial ideas and projects fail to reach their objectives due to problems with feasibility. This chapter investigates the effectiveness of methods used to evaluate the feasibility of entrepreneurial ventures in the context of sustainable urban development. Traditional methods and tools based on cost–benefit analysis could provide some guidance for entrepreneurs and intrapreneurs when evaluating sustainability strategies. Yet, such methods rely on restrictive assumptions, which cast doubt on their suitability for real-world sustainability applications. Traditional methods are far from really enabling entrepreneurs to make informed optimal decisions. New integrated methods are necessary for drawing conclusions vis-a-vis the practicality of entrepreneurial ideas by quantifying and analyzing the benefits and costs of all options in a given scenario. This chapter evaluates the effectiveness of current feasibility study methods and their suitability for sustainable urban planning and development. It surmises that caution is advised concerning their reflection of real-life applications, given the complexity and dynamicity of solving sustainability-related problems. It is shown that such methods can arguably be a useful tool when evaluating the viability of investing in innovation and sustainability if they are enriched with advanced modelling techniques, such as system dynamics and optimization methods. For this purpose, an entrepreneurial venture for promoting sustainable mobility via information and communication technology (ICT) is used as a case study. The proposed integrated ‘Sustainability Entrepreneurship’ approach for evaluating feasibility can prove to be very useful for entrepreneurs when assessing the efficacy of complex sustainable-related ventures.

The growing tensions related to overtourism and its influences, such as environmental harm to nature and residents' well-being, loss of authenticity and visitors' satisfaction, have triggered a rethinking of destination marketing strategies. Many destinations consider stricter measures to cope with this situation. Among others, demarketing initiatives, which aim at discouraging demand, are discussed as an alternative strategic orientation. Demarketing is not a new concept, but in complex tourism destinations with many attractions, stakeholders and tourists, its potential remains mostly unexplored. This chapter presents findings from two tourism destinations: one on a national scale, New Zealand, and one on a regional scale, the Lofoten Islands, Norway. Our results show that destination demarketing mix strategies are emphasised by both destinations. In an overtourism situation, it is surprising that general demarketing has limited relevance. Instead, we find evidence for a mix of mainly selective demarketing, but also synchromarketing initiatives (redistributing demand spatially and temporally) and counter-marketing efforts (tourists' code of conduct). Decisions related to the implementation of a demarketing mix depend not only on destination management in general, but also on long-term, sustainability-oriented and dynamic processes where stakeholders negotiate how they can adjust visitor demands. We refer to such strategic work as ‘Stakeholder Integrated Demarketing Approach’ (SIDA). The chapter provides an original contribution to tourism academia and practices while opening avenues for future research, particularly with reference to a demarketing mix strategy and the feasibility of SIDA in times when demarketing could develop as a tool to mitigate overtourism.