Small and medium sized enterprises (SMEs) within the tourism sector play crucial yet often underestimated roles in climate change mitigation, contributing to approximately half of the sector's greenhouse gas emissions. Although the existing literature has examined barriers to climate change action and potential drivers for the involvement of small firms, these aspects have not been comprehensively explored within the context of tourism. The article addresses this gap by conducting a narrative review that analyzes 78 papers and reports published on the topic. The results substantiate a differentiation among barriers, pressures, and incentives. Barriers encompass aspects related to knowledge and personality, understanding and perceptions, management, data, finances, technology, legislation, and community. Pressures originate from costs, customer expectations, and compliance. Incentives manifest in economic considerations, subsidies, marketing strategies, staff benefits, and community advantages. The findings are synthesized into a series of conceptualizations, offering pathways for progress on mitigation. Findings emphasize the significance of legislation and efforts of destination management organizations for accelerating SME engagement with climate change.

Research Question/IssueScholars and practitioners view boardroom dissent as central to the functioning of boards of directors. However, there is a lack of consensus on what dissent is, who is involved, when and where it happens, and whether it is a behavioral or cognitive phenomenon. This conceptual unclarity and related fragmentation of empirical results call for an integrative literature review to build a coherent agenda for future research.Research Findings/ResultsA content-analysis of 73 articles published between 1997 and 2023 reveals three distinct research clusters that explore the empirical phenomenon: (1) dissent as expressed through voting, (2) dissent as diverging views, and (3) dissent as behavior in and around the boardroom. Three overarching challenges hamper the advancement of the field: (1) conceptual inconsistencies, (2) several methodological challenges, and (3) a need for further theorizing connected to boardroom dissent.Theoretical ImplicationsWe propose a novel working definition for boardroom dissent to inspire new work related to its constituent parts and to facilitate advancing its measurement. In combination with alternative methods, it stands to advance the boardroom dissent literature. Furthermore, there is a need for future research to integrate competing explanations theorizing how boardroom dissent relates to outcomes at different levels and to examine how boundary conditions constrain these relationships.Practitioner/Policy ImplicationsThe article provides new nuances to reflect on boardroom dissent and related behaviors. The review highlights that there is no one-size-fits-all approach automatically resulting in positive outcomes.

The SARS-CoV-2 pandemic has been presenting stakeholders in the visitor economy with an unprecedented level of uncertainty. Sweden’s approach to handling the pandemic, which is viewed as an international exception, and Småland and Öland with its focus on limited-season summer tourism provide an exceptional context to study how key stakeholders deal with relevant challenges from a decision-making perspective, promising insights beyond the immediate study context.

The pandemic has been and still is a chance to (re-)engage with the development trajectories of tourism in this area and what kind of futures various local stakeholders envision for it. To this end, it is valuable to evaluate the impact and response to Covid-19 in relation to developing the local UNESCO World Heritage site and to achieving the UN Agenda 2030 for Sustainable Development.

The interdisciplinary research project documented in this report sought to study how stakeholders in the visitor economy make sense of the uncertainty induced by the current SARS-CoV-2 pandemic in the short- and long-run through different lenses. To this end, we studied how stakeholders in the visitor economy reflected on their decisions to deal with the immediate implications of pandemic tourism and plan to engage them in a forward-looking process of scenario development and action-learning to open horizons that envision the present crisis as a chance to work towards a more sustainable future.

The project results address aspects of how the visitor economy in Småland can deal both with the present uncertainty and future crises of a similar nature. In the short-run, we identified how stakeholders in the local visitor economy made sense of the uncertainty of visitor business during the pandemic. This provides points of reflection for the stakeholders involved and suggestions for policy considerations to support the visitor economy for the future. For the long-run, we enhanced futures thinking and discussed development perspectives with stakeholders in the local visitor economy. This is a necessary input to inspiring strategies towards sustainable development beyond the immediate necessities of the present.

This article presents a narrative perspective review of the state-of-the-art of destination marketing and management. The past 15 years of developments, stretching from technological advances enabling methodological progress and new consumer behavior to climate, health, and financial crises, require a reassessment of previous academic contributions and current practices. Referring back to the social origins of destinations, this article conceptualizes destinations as a heterogeneous space of flows and proposes future research linked to tourist demand and tourism supply, sustainability and resilience, technological shifts, and institutions. Finally, six broader streams of conversations suggest how to advance the marketing and management of destinations related to a destination ontology grounded in flows, with a focus on processes and action, stewardship and collaboration, resilient destinations, transient and permanent residents, as well as new instrumental technologies and augmented experiences.

This article presents the 2022 Consensus on Advances in Destination Management, a research agenda for destination marketing and management. Like its predecessors, this agenda is grounded in the collaborative consensus discourse methodology. To identify relevant avenues for future research, the consensus draws on three days of structured interactions among scholarly and industry experts invested in advancing the research and practice of destination marketing and management for sustainable development of tourist destinations at the 5th Advances in Destination Management Forum in Kalmar, Sweden. The consensus details avenues for further research in five key areas that relate to (1) the role and future of DMOs, (2) tourism policy and governance issues, (3) advancing destination resilience and sustainability, (4) the measurement and tracking of visitor flows, and (5) destination development in emergent destinations.

Airbnb is a multi-sided platform business. At its core, Airbnb creates value by facilitating global, paid online trading of peer-to-peer accommodation between hosts and guests. Peer-to-peer accommodation refers to any space suitable for overnight stays sold by a non-commercial provider (the host) to an end user (the guest) for short-term use through direct interaction between host and guest. The supply of accommodation on Airbnb’s platform is, however, not limited to non-commercial providers. A fair share of accommodation listings originates from licensed lodging operators or commercial providers managing more than 20 establishments. Analysing a company’s business model provides insight into key aspects of how an organization and platform like Airbnb creates value: value proposition, value creation, value communication and transfer, value capture, value dissemination and value development.

A destination management organization (DMO) is a common type of formal organization that serves a tourist destination. DMOs have responsibility and accountability for a range of different management processes. Those processes enable destination stakeholders to co-create tourist experiences and to deal with the resulting positive and negative effects. By public and/or private mandate, DMOs thus support tourists, tourism businesses and other tourism stakeholders within the geographic scope of a destination. Other tourism stakeholders include individuals, groups and entities such as second-home owners, special interest group associations, local residents, government agencies, non-governmental organizations (NGOs), transport and utility service providers and the like. The geographic area of responsibility and intended effect of a DMO reaches from the local to the regional and on to the national level. DMOs across all levels are supporting destinations in most parts of the world. While there are no official statistics estimates suggest that their worldwide number exceeds 10 000.

In tourism, an eBusiness model (eBM) is aconcept that explains how an organizationuses the Internet, and often other digital technologies,to create value for and with its travelbusiness (Reinhold, Zach and Laesser, 2020).Alternatively, eBMs are also referred to asdigital business models (Wirtz, 2019). Hence,a travel eBM is a specific type of businessmodel configuration in hospitality, tourism ora related sector (Reinhold, Zach and Krizaj,2017). Popular examples of such configurationsare the multi-sided platforms of online travelagencies (OTAs, e.g., Booking.com) or thesoftware-as-a-service (SaaS) solutions for hospitalityproperty management. While these areeBM examples of for-profit companies, eBMscan be developed and run by any type of organization,irrespective of size, governance, missionor ownership. They can target other travel businessesor travellers as their main customers.

The purpose of this chapter is to reflect on business models employed by online travel service providers since the beginning of online travel until 2019. In lockstep with technological development, this study identified three time periods of development. For each period, we investigate cases that best represent e-business model development. Employing Wirtz’s four business-to-consumer business model subtypes, we found that the commerce-type model (focus on trade transactions) dominated online travel agencies until 2000, while the next period was characterized by the advent of Web 2.0-enabled content-type models (providing online content, specifically user-generated content) and context-type models (aggregation of already existing online content) for information search portals. Finally, the increased complexity of the Internet in the last decade is also captured in multiple online business models, including the connection-type model (establishing real or virtual connections) pursued by platform businesses. The chapter offers avenues for future research that relate to theoretical issues across the three identified periods and an outlook of future tourism business model developments.

The COVID-19 pandemic presents an unprecedented context of dynamic uncertainty for managerial sensemaking. Reliant on tourists’ and local visitors’ mobility, the travel industry has been particularly hard-hit by the implications of constantly changing regulations, rules, and recommendations as to how and where visitors can travel. Yet, tourism enterprises have not just been facing the worst market conditions in decades; some found themselves experiencing unprecedented demand and pressure nearing overtourism. In this paper, we use these extreme conditions to study underexplored aspects of sensemaking. We present the preliminary results of an interview-based case study of a Swedish tourist destination.