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This study aims to conceptualize the dimensions of resilient leadership and develop the resilient leadership scale (RLS) through three studies.

In Study 1, based on interviews with 77 leaders and 8 junior employees, a seven-factor resilient leadership model was constructed. In Study 2, exploratory factor analysis (n = 237) was conducted to refine the initial items. In Study 3, confirmatory factor analysis (n = 610) was performed to validate the dimensional structure identified in Study 2, and different types of validity of the RLS were assessed.

The validated RLS composed of seven dimensions: contingency planning, improvisation, adaptive instructing, contingency control, emergency care, adjustment recovery and mutual growth. The scale showed desirable measurement qualities in terms of reliability and validity. Resilient leadership and its dimensions significantly impact employee turnover intentions and employee resilience.

This research contributes to the literature on the resilience of hospitality and tourism enterprises and enriches the research scope and theoretical framework of resilient leadership.

This research revealed the resilient leadership responses to crisis in hospitality and tourism enterprises with practical implications for tourism enterprise leaders to deal with major crisis.

The objective of this study is to determine how service marketing strategies affect enterprises in the tourism and hospitality industry, especially, operators in small towns that are not tourism destinations and visited only by small numbers of tourists.

This study investigates the impact of 4P strategy implementation on the potential and profitability of service operators in Nong Khai Province, Thailand, by using an econometric model and defining dependent variables in order to classify firm performance into 3 areas, namely, (1) revenue, (2) cost/expense and (3) profit—in log form.

Study results show that tourism and hospitality service operators have to place emphasis on “development,” starting from upstream processes such as research and development and utilizing local wisdom and reflecting cultural identities as well as focusing on downstream activities, including adoption of modern media. At the same time, operators should also emphasize marketing and sales promotions as well as seek publicity through websites and online social media in parallel with developing downstream activities.

This paper only focuses on Nong Khai Province as the research area because, first, Nong Khai has a relatively low income per capita and is located in Thailand's Northeast, the country's poorest region. Second, Nong Khai is a border province, adjacent to the Lao PDR, and thus there are numerous tourists from the Lao PDR and overseas countries who travel in and out of the province through the Thailand–Lao border checkpoints.

Relevant government agencies should provide support throughout the development process from upstream to downstream in order to upgrade the potential of tourism and service operators in this small province by incorporating local identities used for creation of service products and by supporting marketing and sales promotions whether in the form of organizing various exhibitions events, publicity via the Internet, etc.

Raising service standards of an organization and developing an acceptable quality brand and setting fair prices without taking advantage of consumers were strategies that played important roles. This set of strategies was implemented together with a development strategy for people also through the process of team building and knowledge management, including skill development through a training system, which also played an important role toward the sustainability of tourism and hospitality enterprises in Nong Khai Province.

It is believed that this paper is the first study to apply Stan Shih's innovation smiling curve in a small border province of Thailand. This study could shed the light for tourism and hospitality enterprises in a small and poor town in attempt to be the sustainability.

The purpose of this study is to assess the level of adjustment of the activities of health tourism and hospitality enterprises to the sustainable development criteria developed by the global sustainable tourism council.

The main research method used in this study was a diagnostic survey – an in-depth interview. This research was conducted among managers of 18 of the largest enterprises that conduct tourism and wellness activities in Polish health resorts.

The analysis of the research results indicated that only every other surveyed health resort entity implemented a sustainable development system or program. Most health resort entities undertook initiatives to support the local community in the field of education, health, sanitary safety and mitigating the negative effects of climate change. The respondents also unequivocally stated that they used good practices in promoting cultural heritage among health resort guests. Almost all of the analyzed enterprises applied solutions aimed at saving natural resources, i.e. reducing unnecessary purchases and saving electricity and water. Participation in programs to reduce greenhouse gas emissions and means of transport usage was very rarely declared.

It is recommended to include environmental issues in the business models of health tourism entities, e.g. by including them in the strategy, including mission, communicating pro-environmental goals and actions to stakeholders, and applying environmental management systems and concepts.

The research problem is a strong point of the work, as the issue of sustainable development of tourist organizations has rarely been discussed so far. Health resorts were also not considered the subject of research in this area. In this research, the authors assessed the degree of compliance of health tourism enterprises with the requirements of sustainable development, which is a contribution to the science system.

There is no doubt that social media have had a powerful impact on the way people experience the world around them. People love sharing new experiences and telling social networks about upcoming travel plans and reminiscing about them after they have returned. People prefer to buy products and services from brands they trust. Social media allow people to share written testaments to the brand's most amazing qualities, and share pictures and videos of their experiences. Social media make it easy to approach the enterprises and interact with them.

Connecting reputation management and social media is the process of monitoring and handling user-generated social media content such as reviews to impact the way a company is recognized. Tangible aspects of services and products are evaluated by customers of tourism and hospitality enterprises in an individual manner, and relevant opinions are shared on various social media platforms. The cost of a negative experience is rather high – the “eWOM” (electronic word-of-mouth) through social media essentially could destroy a business. For many businesses, a bad review or comment on one social networking site could spread to other social media tools.

The pattern of use of social media by customers of tourism and hospitality organizations can be divided into three stages: pretrip, during the trip, and posttrip use of social media. Customer experiences during each of these stages can be reflected on different social media networks. The manner of the use of social media by customers at all three stages could influence on performances of tourism and hospitality organizations as advantages and challenges. In this article authors are discussing both positive and negative impacts depending on consumer experiences and a range of other factors. Social media implementing blogs, social networking sites, photo and video stories, chats, forums, and other forms of communication need to be used by management of tourism and hospitality enterprises in an integrated manner. Great opportunities offered by viral marketing are fully appreciated and acted upon by managers of hospitality organizations.

It is important for the enterprise to develop an engaged audience by creating and sharing relevant content on social platforms. In addition to relevant content it is important to pay attention to interacting with the audience. Focus must be on products and services, but without interacting and engaging with the audience the enterprise might lose them. Social media are an option for tourism and hospitality to get the opportunity to control and present their contents including their products and services, and using it positively, solve their core values and draw and retain back their customers. Using social media channels can help enterprises to generate more profit. Setting special procedures or documents on how to respond to negative and positive comments guarantees correct and consistent execution. In this chapter the reader could find some real examples from tourism and hospitality enterprises.

The main aim of this paper is to critically review the contribution made by this theme issue to the literature by examining the implementation of responsible business practice.

Based on the theme issue, a critical content analysis of the papers selected for the issue was undertaken.

The summary paper generally highlights the themes emerging from the papers selected for this issue. These are the socio-economic and cultural barriers to implementation, conditions needed for successful implementation and the role of education in the implementation of responsible business practice.

The hospitality and tourism enterprises considered in this theme issue operate in a range of contexts and offer a range of practice. Other enterprises in other contexts may also provide insights to the implementation of responsible business practice.

The current theme issue explores emerging issues in the implementation of responsible business practice which highlights the need for further research in this area.

Research in tourism and hospitality industry marketing has identified many highly effective applications of social media. However, studies in the existing literature do not enable a comprehensive understanding of this phenomenon because they lack a theoretical foundation. Therefore, this study systematically reviewed the literature from the perspective of the task-technology fit (TTF) theory. The purpose of this paper is to map out what is known about social media use in tourism and hospitality marketing and what areas need further exploration.

A descriptive cumulative review of the literature obtained 99 articles published in tourism and hospitality journals from 2010 to 2019.

The analysis suggests that to understand social media use in tourism marketing, researchers and practitioners in the industry must clarify the following four issues: the control variables, longitudinal analyzes and TTF concepts that should be used in future studies; the fitness of social media platforms for tourism marketing; how various social media platforms differ in terms of performance outcome; and the digital divide in the use of social media for tourism.

An integrated framework was developed to identify constructs and to understand their relationships. Recent studies in this domain are discussed; theoretical and practical suggestions and implications for future research are given.

Based on imprinting theory and episodic future thinking, this paper aims to study how CEOs’ attributes and experiences inform innovation in tourism and hospitality businesses. It also explores ways to quantify innovation in this sector.

The authors quantitatively analysed innovation in tourism and hospitality using extensive data from companies’ annual reports. They further adopted multivariate regression to test how CEOs’ experience affects enterprise innovation.

Results demonstrate that CEOs’ academic education and rich work experience can promote corporate innovation. The authors also identified a mediating role of the tone of narrative disclosure in annual reports between CEOs’ academic education and corporate innovation. The imprinting effects of career experience and educational experience appear both independent and interactive.

CEOs are more inclined to engage in corporate innovation when influenced by the combined imprinting effects of strategic management training and work experience. Additionally, leaders should consider how communication styles indirectly influence innovation activities.

This paper introduces an integrated perspective that blends imprinting theory and episodic future thinking to bridge knowledge gaps regarding the interaction of CEOs’ past experiences. This work enhances understanding of how CEOs’ imprinted experiences, together with their capacity for envisioning future scenarios, can drive corporate innovation.

Hospitality and tourism researchers are yet to provide evidence of actual crisis management amongst small and medium-sized enterprises (SMEs), especially from a resource-scarce destination perspective. By adapting a crisis management framework, the authors elected to fill this gap by exploring small and medium-sized hospitality and tourism operators' (SMHTOs) personal experiences of managing the coronavirus disease 2019 (COVID-19) in Ghana. The study uncovers their crisis-coping strategies as well as immediate- and long-term post-recovery strategies.

Using a qualitative lens, informed by phenomenology as well as theoretical saturation, data were collected from 20 owner-managers (OMs) and non-owner managers (NOMs) of accommodation, restaurants, travel and tour (T&T) agencies and souvenir shop operators via a combination of telephone and socially distanced face-to-face interviews as well as participant observation. Data were thematically analysed involving both deductive and inductive coding techniques. Data validity and reliability were confirmed using “member check” and inter-rater/coder reliability statistic in SPSS, respectively.

Impacts of the pandemic on businesses included shutdowns, booking cancellations, revenue drops, lay-offs and defaults in the payment of pension contributions and taxes. The pandemic greatly impacted the accommodation, T&T and souvenir shop operators compared to food and beverage (F&B) operators due to the temporary closure of Ghana's borders and major attractions. The study identified six phases in SMHTOs’ crisis management process: awareness, combating the spread of COVID-19, coping mechanisms, short-term/immediate and long-term recovery measures and lessons learned. Besides, state institutions and personal beliefs influenced the coping and recovery actions used by SMHTOs.

It is critical for governments and industry management institutions to consider the capabilities and specific actions taken by SMHTOs during a crisis such as COVID-19 in the efforts to support their crisis preparedness and response strategies. Furthermore, SME operators in the industry must see insurance uptake as one important measure that could help them cope with the losses instigated by the impact of a crisis and possibly speed up their recovery.

The study extends the general crisis management framework by including additional phases of crisis management and the specific activities carried out by SMHTOs in managing the COVID-19 crisis. This makes this study one of the first studies in Africa that examined crisis-coping and post-recovery strategies amongst small and medium-sized hospitality and tourism firms.

This study aims to use organizational fashion to underscore a novel phenomenon in which products, services and practices fade in and out of the tourism/hospitality setting within a specific time frame. Drawing from the fashion theoretical strands in organization research, this paper studies how fashion has been conceptualized, operationalized and then diffused among tourism/hospitality enterprises.

A qualitative case design was used. A total of 37 semistructured in-depth interviews with executives of innovative tourism/hospitality companies (e.g. restaurants, hotels, theme parks and travel agencies) were conducted. This paper focuses on the organizational fashion phenomenon in which organizational trendsetters with creative, “hot” products/services have emerged prominently in the marketplace.

This inquiry illustrates a social phenomenon concerning the organizational fashion setting process by integrating existing production practices among different organizational suppliers in the hospitality sector. Different cases in the study show that fashion consists of a series of hybrid, paradoxical processes. These include conceptualization (conventionalization vs novelty, and personalization vs conformity), operationalization (bundling vs unbundling, and learning vs relearning) and diffusion (framing vs co-framing, and adaptation vs alteration).

Throughout the three continuous processes, service design and identity development for consumption, as well as value creation and knowledge transformation for production, are carried out according to the decision of what is “hot” and what is “out” at a particular time. In essence, fashion helps to explain why hospitality institutions imitate specific innovations to take advantage of popular trends in the consumer market, as well as how such trends vanish eventually.

This research contributes the insight that organizations use fashion as a managerial initiative to translate their organizational goals and improvise nascent products and services. The fashion processes can be triggered by microlevel individual organizations and are spread through a series of social interactions to become macrolevel phenomena in a recurring manner.