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Technology is an essential element of contemporary lifestyle and is ingrained such that human functionality depends on it. Our present ecosystem is a dominion of technologies. The application of (ICT) technology for business development enhances productivity and creates efficient resource management. In particular, the tourism sector has a positive and growing affinity for digital technologies. Most studies have focused on the digitalization of the tourism economy and its revolutionary changes. However, this paper explores a new perspective on technology-centric business development and the digital approach to management of tourism services post-pandemic era. The methodology applied to the study is a systematic review of secondary information sources. Existing literature on the tourism industry, technology and digital touchpoints in management are collated for further explanation. The findings of this research focus on the acknowledgement and influence of digital technologies in developing tourism. Besides these, outcomes affirm the significance of the digital approach for tourism management (particularly in recent years after Covid-19) and stimulate new research tendencies. As well as the topic serves as a guide for strategic decision-making for emerging businesses. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to reflect how crucial cultures' impact on corporate performance, organizational growth and success is. The paper portrays the implications of cultural orientation for strategy formulation. The rationalization of our topic belongs to different functional areas of knowledge; therefore our study is incorporating a multiplicity of cultural impacts. Culture being permeable can critically affect change initiatives either by being supportive to the strategy implementation or by hindering strategy execution. The power of culture is undeniable while assessing the evolution of an organization around strategy. Strategic planning in a firm must ensure novelty amongst its competitors, which only becomes possible when corporate culture aligns with the strategy. Assessment of previous research in light of our constructs highlights the aid of culture in the strategic management process. The goal of this paper is three-fold: a) to outline an organizationally relevant model of culture (its developmental basis, evolution, and byproducts); b) to appraise our topic in light of previous research on culture and strategy, and c) to assess the shortfall(s) in addressing the chosen theme and establishing a paradigm for future work. [ABSTRACT FROM AUTHOR]