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Introduction Summary: Tourism is accepted as a multidisciplinary industry .Hoteliers and tour operators/travel agencies (TO/TA) count as two main stakeholders in the tourism sector, and they are interdependent with regard to their marketing and service objectives. Distribution channels, as TO and TA, are an important part of tourism growth. As TOs and TAs are the intermediaries between tourist and tourism service providers. Tourists travel to satisfy or fulfill their dreams because travel is a need for psychological relief that motivates people for temporary movement to different places and different countries. The research aims to examine the effects of perceived stakeholder conflict factors (PSCF) issues identified from the existing literature on guests’ outcomes in accommodation establishment located in Kyrenia, Northern Cyprus. PSCF is, namely, misinformation, unmanaged bookings and operational mistakes involving quality-price inconsistency and unsolved guest’s problems should be considered by both parties. Therefore, the objective of this study is to address the research gap regarding the effects of PSCFs on guests’ perceived value (GPV), guest satisfaction (GS) and behavioral intention (BI). Purpose: This study aims to investigate stakeholders conflict and its effects on guests’ outcomes, namely GPV, GS and BI associated with accommodation establishments, which has not been examining empirically before. Design/Methodology/Approach: This study conceptualized PSCFs and developed a scale for assessing this conflict and its outcomes. Through careful instrument development process, four sub-dimensions and 17 items of PSCFs were identified. Findings: The overall PSCFs’ effects obtained indicate that GPV, GS and BI are associated with accommodation establishments, and are negatively affected by the unsatisfactory relationship between these two key stakeholders. Originality/Value: The study empirically tested the conceptual model through conducting survey research to collect data from the guests whose trips were organized through a TO/TA and staying in five-star or four-star accommodation establishments located in Kyrenia, Northern Cyprus.

Hospitality services are among the most robust experiences enjoyed by consumers. To deliver them successfully, careful attention to detail is first needed for the design and development of those experiences. This chapter begins by exploring the array of elements that holistically construct an experience, from process to people to physical environments. Then, the customer experience management framework is used to outline a recommended technique for approaching experience design. Finally, a brief survey of visualization techniques shows how experiences can be modeled for assessment and improvement.

This chapter covers four main concepts: (a) providing an understanding of service; (b) organizing hospitality decisions and processes; (c) defining strategic service visions; and (d) dissecting operations strategies for hospitality services. In the first section, the definition of service, the five service dimensions, and the service package are covered. In the second section, hospitality decisions and processes are framed by service concepts and the service-profit chain. A service concept is the starting point for developing hospitality operations strategies, while the service-profit chain explains the link from customer satisfaction and customer loyalty to a service firm’s growth and profitability. In the third section, the strategic service vision is explored. Successful service firms all have a strategic service vision, which includes a set of ideas and actions organized in a systematic way to maximize a firm’s performance. In the fourth and final section, the operations strategy for hospitality services is covered. Successful service operations occur when management defines and adheres to a competitive operations strategy.

The construction workforce plays a crucial role in the successful delivery of any construction project and, eventually, the performance of any construction organisation. Effectively managing these workforces becomes crucial. However, past studies have shown that workforce management within the construction industry has been on the back foot, with workers being seen as resources required to deliver construction projects. This situation begs the need for a construction workforce management model that can be tailored to an organisation’s situation and adopted to manage workers and improve organisational performance effectively. To this end, this chapter reviewed existing workforce management theories, models, and practices to develop a suitable approach towards managing the construction workforce. Ultimately, a strategic workforce management with a classical view using a soft workforce management approach that embraces employees’ empowerment and development through trust was proposed. Five major practices that best suit the soft workforce management approach were identified as key constructs in the proposed construction workforce management model.

Delivering services that create memorable luxury accommodation experiences rely on frontline staff to engage guests on a sensory level rather than merely a functional one. This engagement includes cognitive, emotional, relational and behavioural. Hospitality and tourism industries are people-orientated – people are needed to serve people in order to create desired experiences – and it is very difficult to create satisfaction or to revisit intention in every interaction that takes place. It is this intangible characteristic of the industries, provisions and tangible cues that play an important part in enhancing the overall luxury accommodation experience. Guests are very clear as to what they expect from luxury accommodation experiences: they feel that they are paying for a service that should be personalised, and that staff should realise what they want and need. The human interaction component and the co-creation that occurs between staff and guests is an essential dimension of the industry. The influence of these interactions on guest experiences and the delivery of services will be explored in this chapter.

Purpose: The purpose of this chapter is to critically evaluate the implementation of technologies from the perspective of guest services, innovation and visitor experiences. The paper focuses on the value of robots, service automation and artificial intelligence in hospitality and examines their influence on service quality

Design/methodology/approach: The chapter is a critical and conceptual overview of the emergence and implementation of robots, service automation and artificial intelligence in the hospitality with an emphasis on service, service quality and guest experience. A comprehensive overview of the academic literature of customer service and guest experience is combined with industry examples from various service operations in hospitality in order to examine the implementation of RAISA in the hospitality industry from a range of academic and practical viewpoints.

Findings: The chapter argues that despite the global acceptance of technologies in service industries in general and hospitality in particular, it remains difficult to find the right balance between digital and human interactions. In the context of service quality, the implementation of robots and service automation is increasingly important for gaining a competitive advantage, but the provision of more personalized guest experiences remains controversial.

Originality/value: The study provides a comprehensive and systematic review of RAISA in a hospitality context and examine their impacts on service quality. The chapter is a critical examination of the potential of RAISA to transform the service experience and raises some fundamental questions regarding the need for RAISA, its practical implications and impact over the understanding and measurement of service quality.

This article reviews the quantitative marketing literature on artificial intelligence (AI) through an economics lens. We apply the framework in Prediction Machines: The Simple Economics of Artificial Intelligence to systematically categorize 96 research papers on AI in marketing academia into five levels of impact, which are prediction, decision, tool, strategy, and society. For each paper, we further identify each individual component of a task, the research question, the AI model used, and the broad decision type. Overall, we find there are fewer marketing papers focusing on strategy and society, and accordingly, we discuss future research opportunities in those areas.

Introduction Summary: Archaeological heritages are very important attractions and are highly promoted as a tourism product. Due to the negative consequences of high visitor flows and lack of management, the conservation and development of archaeological heritages raises concerns for destinations aiming at sustainable archaeological heritage management.

Purpose: This study provides an extensive literature review for archaeological heritage management to emphasise the importance of bringing heritage sites to tourism in a sustainable way, Also aims to provide a guideline for destinations suffering the archeological heritage management issues or for developing tourism destination to prevent themselves suffering from the same issues. Accordingly, the literature review is divided into three sections: the role and impacts of tourism on archaeological heritage; sustainable tourism development; and planning are mentioned in the first section. Then, planning for preservation and conservation activities for archaeological heritage and international heritage protection and conservation programmes are mentioned in the second section. Finally, the literature provides the content of tourism planning and policy for sustainable archaeological heritages.

Findings: Tourism uses archaeological assets to attract tourists and tourism damages archaeological sites when there is high demand, lack of information and control. But, in general, the relationship between tourism and archaeological heritage is strongly interlinked and need each other. And without the community and stakeholder’s involvement, archeological heritage management will not be successfully achieved.

Originality/Value: Tourism authorities and archaeologists should work together and develop practical ideas for archaeological heritage. Highly promoted and demanded archaeological heritage resources cannot be part of sustainable tourism development without serious conservation and conservation efforts or minimal/inappropriate recoveries due to government lack of care and supervision, so these valuable treasures are doomed to irreversible damage.