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Meetings, Incentives, Conventions, and Exhibitions (MICE) is a lucrative tourism segment, offering higher per capita spending and larger returns on investment than other tourism types. However, what makes a successful MICE destination from a multi-stakeholder perspective is overlooked in the literature. Therefore, the main objective of this paper is to explore the features of ideal MICE destinations based on the perspectives of different stakeholders in the MICE market, including supply (e.g., C.V.B.s, lodging) and demand (e.g., Travel agencies, incentive houses). In-depth semi-structured interviews were conducted with 30 experts. The results of the thematic analysis revealed seven overarching themes, which are classified under the characteristics of a MICE destination were grouped under internal (infrastructure, superstructure, service quality) and external (cultural, natural, economic, and political) factors. To confirm the validity and reliability of the findings, the results of semi-structured interviews were further evaluated by conducting focus groups with seven MICE experts. This study extends current literature by identifying destination selection factors with a more holistic approach, which reflects the perspectives of different stakeholders. The findings also provide a foundation for developing marketing strategies and allocating resources to better position the destination. [ABSTRACT FROM AUTHOR]

Purpose: COVID-19, like many previous crises, proved once more that some hospitality and tourism organizations are more crises resilient than others. Despite increasing frequency and magnitude of crises, little is known about the features of crises resilient organizations and mitigation strategies they adopt. If the characteristics of such resiliency are identified, those strengths might be targeted. Hence, the purpose of this study is to identify characteristics of crises resilient organizations by analyzing the interface between different organizational characteristics, recovery strategies they adopted and impacts of COVID-19 on individual hospitality and tourism organizations. Design/methodology/approach: A global sample of 202 respondents from 20 countries and four continents, representing different sectors of the hospitality and tourism industry, participated in the survey. Descriptive analysis and cluster analysis were used to rank the items and group hospitality and tourism organizations based on their crises resiliency. Findings: Service quality, loyal customers, branding, high paid in capital, domestic market base, hygiene and safety image, information and communication technology adoption, product and market diversification and restructuring debts emerged as major characteristics and strategies of crises resilient organizations. Using cluster analysis, four different groups of organizations were identified. Based on the impacts of COVID-19 on these organizations, Cluster-1 emerged as significantly more crises resilient, whereas Cluster-4 organizations were significantly more vulnerable to crises. Their characteristics and mitigation strategies they adopted were discussed. Research limitations/implications: The paper not only identified features of crises resilient organizations and successful mitigation strategies but also measured their impact on various performance indicators. Future studies might use characteristics, mitigation strategies and performance indicators identified in this study. Practical implications: Based on the findings, tourism organizations would focus on strengthening characteristics and implementing strategies that make crises resilient organizations. Public bodies and destination management would also set their decision criteria based on these findings to create a more resilient tourism industry. Originality/value: This research not only identifies how hospitality and tourism organizations are affected by COVID-19 but also how these impacts change based on different organizational characteristics and strategies. Understanding which organizational characteristics affect the crises vulnerability of hospitality and tourism organizations might inform risk and crises management literature and structural design elements in tourism businesses, hence offer both theoretical and practical implications. [ABSTRACT FROM AUTHOR]

Purpose: The immature research endeavor on refugee entrepreneurship has not adequately covered the success factors of refugees. The current work aims to address this gap through the theory of planned behavior and the theory of procedural utility to identify the success factors of refugee entrepreneurs in the tourism and hospitality industry. Design/methodology/approach: The current work is based on a qualitative approach drawing on data from 24 semistructured interviews with refugee entrepreneurs in Istanbul-Türkiye. Findings: The thematic analysis of the data set revolved around three interrelated themes: personal, organizational and environmental factors, which offer a better understanding of the elements defining successful refugee entrepreneurs. Practical implications: The paper also offers various practical implications and policy recommendations for the economic integration of refugee entrepreneurs in the public and private sectors. Originality/value: The results enhance the understanding of successful refugee entrepreneurship in their new hosting environment, contributing to the existing research agenda by identifying the key themes of refugee entrepreneurs' success factors. [ABSTRACT FROM AUTHOR]

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Revenue management (RM) is vital for a hotel's success. Qualified revenue managers are required to maximize the hotels' profit. Hospitality schools' RM courses are critical for preparing students for these roles. Even though hospitality schools and associations provide RM classes, lack of qualified candidates is considered a significant challenge. Therefore, the purpose of this study is to revisit this issue and identify the gap between the competencies needed for RM professionals and the RM courses offered by universities. A descriptive analysis was conducted comparing the competencies described in job descriptions with the competencies described in the course catalog descriptions for hospitality RM courses (undergraduate level). Interpersonal communication, communications, marketing, and strategic management are frequently mentioned in the job descriptions but are not mentioned in the course descriptions. Risk management emerged as a new competency from the interviews but was not in the job descriptions or course descriptions. [ABSTRACT FROM AUTHOR]

To maximize their revenues and protect their market share against traditional competitors (e.g. formal lodging businesses) and disruptive business models (e.g. Airbnb), the lodging industry increasingly relies on technology in various operations. However, the extent to which hotels adopt technology innovation in their revenue management (RM) operations, as well as the benefits of and barriers for digitalization, remains unclear. Moreover, the possible impacts of digital transformation on the future of revenue managers' professions have been largely overlooked in previous studies. Drawing on qualitative data collected through 23 semistructured interviews with revenue managers in luxury and upscale hotels across Jordan, the findings suggest that RM is going through digital transformation with different levels of sophistication. While acknowledging the benefits of digital transformation in saving time, supporting the decision-making process, and yielding more revenues, the high cost of RM software emerges as a key barrier for digital transformation. The findings also reveal that the automation of various manual heuristics in RM is far from being possible, and therefore, digital transformation is unlikely to pose a threat to the future of the RM profession. [ABSTRACT FROM AUTHOR]

The well-being of employees in the tourism and hospitality industry remains an important area of investigation in tourism research. Building on the emotional labor theory and the well-being body of knowledge, this study develops and tests a model that examines the effects of emotional dissonance on the quality of work life and life satisfaction using data from professional tour guides in Jordan. Unexpectedly, results show that tour guides do not experience significant emotional dissonance and that there is no negative impact of emotional dissonance neither on quality of work life or life satisfaction. Contrary to theoretical predictions, the findings fail to suggest a link between emotional dissonance, quality of work of life and life satisfaction. However, the findings reveal that a positive relationship between quality of work life and life satisfaction exists. The study provides some theoretical and practical implications and suggests areas of inquiry for future research. [ABSTRACT FROM AUTHOR]

In recent years, the refugee crisis has emerged as a major global challenge with social, economic, and political implications. Figures indicate that there are currently over 22 million refugees around the world. While refugees are usually regarded as a burden for their host countries, their entrepreneurial ventures might offer significant contributions to local economies. Although refugee entrepreneurship has become significantly evident in several economies, theoretical and empirical research tackling this issue is still scant. This study aims to explore the characteristics of and challenges faced by refugee tourism and hospitality entrepreneurs in Istanbul, Turkey. Drawing on qualitative data collected through 20 semi-structured interviews with refugee tourism and hospitality entrepreneurs, the findings suggest that refugee entrepreneurs were challenged by four key issues; legislative and administrative, financial, socio-cultural and market-related obstacles. The study also offers insights into characteristics of refugee tourism and hospitality entrepreneurs and their integration into their host communities. [ABSTRACT FROM AUTHOR]