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Effective communication plays a part in the success and the sustainability of the tourism and hospitality management, including community-based tourism (CBT). In Brunei Darussalam, communication barriers have affected the growth of the CBT industry on both local and national levels. By analyzing responses from 16 local CBT operators, this investigation focuses aspects of communication and its channels in securing sustainability and empowerment of CBT industry. This study found that the CBT ventures in Brunei include (1) horizontal/lateral communication between CBT operators and surrounding communities and (2) top-down communication and bottom-up accessibility between the authority, the community leaders, and the CBT owners. This paper further discusses how bureaucracy can impede the success of CBT operations, and how a collaborative approach between stakeholders has inspired the formulation of a new Interactional Model of Leadership and Empowerment among CBT stakeholders, which can be used to measure the efficacy of communication among stakeholders in the CBT industry. [ABSTRACT FROM AUTHOR]

The COVID-19 pandemic heavily impacted the travel and tourism industry, economies, livelihoods, public services, and opportunities globally. This is also observed in the small country of Brunei. As one of the few countries that have successfully mitigated COVID-19 transmissions, Brunei is slowly rebuilding its tourism industry through its community-based tourism (CBT). Following Sharma et al.'s resilience-based framework for reviving the tourism industry post-COVID-19 established in 2021, this study incorporates responses from semi-structured interviews with 16 local CBT owners on the challenges, the management, and the CBT initiatives during the height of the pandemic until today. These initiatives include diversifying more tour packages and utilising local resources and products. Despite the lockdown imposed by the government, which suspended businesses and restricted all travelling, local CBT operations flourished, generated more income for the owners, and created job opportunities for the community. Such efforts have caused the public to appreciate local cultures, the environment, and ultimately increase CBT experiences in the country. While shedding light on Brunei's unique management of its tourism industry during the pandemic, this paper also demonstrates theoretical and conceptual contributions to the recent literature of resilient and transformational tourism and provide suggestions on how to manage CBT operations during these challenging times. [ABSTRACT FROM AUTHOR]