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The aim of this research is to illustrate that in event planning and organization several actors are involved and each of them in specific local communities plays a key active role in the event's success. Event managers and socioinstitutional actors are increasingly looking at events as a mechanism to enhance tourism development in the regions where the events are organized. Therefore, the empowerment of residents and their involvement in the process of territorial development becomes of paramount importance. In this sphere, service-dominant logic is the main theoretical framework of interest, as it embraces the assumption that a host community's involvement in the process of valuation of local traditions, environment, and knowledge of the territory is an essential factor in both tourist and cultural events. Service-dominant logic enables all social and economic actors to be recognized as key actors in resource integration, service provisioning, and value cocreation. Furthermore, in their resource integrating, service provisioning, value cocreating activities, each actor plays an active and dynamic role, thus representing operant resources. Research conducted using Ebsco-source (July 2015), exclusively on academic peer-reviewed journals, highlights articles based on the topic of service-dominant logic and articles regarding management in touristic and cultural events. No articles merging these two spheres were found. The original value of this research lies in demonstrating that service-dominant logic and management in tourist and cultural events are a natural fit. Through multiple case studies, the article examines four international events "Ravello Festival," "Umbria Jazz Festival," "Edinburgh International Festival," and "Singapore International Festival of Arts." [ABSTRACT FROM AUTHOR]

In the latest years, the smart city theme has been widely discussed in both city planning and academic studies from various perspectives, i.e. technology, sustainability, management and tourism. This is mainly due to the urgency of rethinking the city because of the rapid population growth and the urbanization increase. These challenges are triggering many cities to find smarter management ways. Nonetheless, only a limited number of studies investigated systematically the smart cities phenomenon and its impact on tourism. In this research, we try to understand the smart city concept considering the strategic role of technologies as opportunities in the smart tourist destination, trying to fill the literature research gaps by identifying how cities have to manage urban planning to be labelled as "smart", what can be the applications of smart strategies to tourism, what resources/capabilities smart cities need to possess to catch opportunities and face challenges coming from the tourism market, how the smart city planning and its tourist applications can enhance destinations competitiveness. The empirical analysis tests four successful smart cities: Milan, Singapore, London and Johannesburg. The final part includes some reflections on the integration of tourism development with city planning and its effects on urban smartness. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to study service innovation applied to archaeological sites' management, in terms of enrichment of primary cultural product with auxiliary products (cultural activities). Design/methodology/approach – The research design is based on the application of the main issues in strategic management, with particular reference to resource-based theory and service-dominant logic, to cultural archaeological sites' management. The empirical part concerns a case study analysis conducted on some cases in the Mediterranean area: Hercolaneum (Italy), Masada (Israel) and Petra (Giordania). Findings – By the cases' study, it comes out a clear awareness of the need to bring innovative forms to archaeological sites' management, both through the use of information and communication technology techniques and to the enrichment of "integrated and complex" offers that go far beyond the archaeological core product. Research limitations/implications – The analysis provides a foundation for further development in the field of service innovation applied to archaeological sites' management. The paper proposes an analytical model and a positioning matrix, according to some variables, that could be applied to other cases for a more relevant analysis. Practical implications – The paper provides policy makers, private and public actors a possible approach for developing and applying strategic management concepts to cultural offer in an innovative way. Originality/value – The paper gives some first important hints to innovate cultural service in archaeological sites. It is not just an attempt to apply a managerial optic in this business: an interdisciplinary approach is adopted, even consulting scholars in culture and archeology, trying to enrich the contents of managerial approach. [ABSTRACT FROM AUTHOR]