research project on hospitality industry

230+ Innovative Hospitality Management Research Topics In 2023

Have you ever thought about what goes on behind the scenes to make your hotel stay or restaurant food so great? Hospitality management research is like the investigative work of detectives in the world of hospitality. It aims to find ways to enhance your experiences away from home and ensure that hotels and restaurants run smoothly.

In this blog, we delve into the importance of research in the hospitality industry. It’s the key to enhancing guest experiences, optimizing business operations, and promoting sustainable practices. It keeps businesses up-to-date with changing trends and helps attract and retain the best staff, all while exploring innovative solutions for the challenges faced by the industry.

We’ll also provide you with over 230 innovative research topics in hospitality management for 2023, catering to various fields of study, whether you’re a social sciences, economics, STEM, or law and ethics student. So, if you’re curious about the world of hospitality research, read on to uncover the secrets of guest satisfaction and the ever-evolving landscape of this dynamic industry.

What Is Hospitality Management Research?

Table of Contents

Hospitality management research is like detectives studying how hotels, restaurants, and other places where people stay and eat can do things better. Imagine someone trying to find ways to make your hotel stay more comfortable or your restaurant meal tastier. That’s what researchers in hospitality management do. They ask questions, gather information, and use special tools to solve problems and make the experience of staying and eating out more enjoyable for everyone. They also look at how to make these places run smoothly and help the people who work there do their jobs better.

This kind of research is important because it helps hotels and restaurants become better at what they do. It can lead to new ideas and improvements that make guests happy and also help the businesses make more money. So, hospitality management research is all about finding ways to make your time away from home more enjoyable, relaxing, and delicious.

Importance Of Research In Hospitality Management

Here are some importance of research in hospitality management:

1. Enhancing Guest Experiences

Research in hospitality management helps hotels and restaurants figure out what makes guests happy. It’s like finding the secret recipe for a big smile. By asking questions and studying what guests like and don’t like, they can make stays and meals more enjoyable and memorable.

2. Efficient and Well-Run Businesses

Just like a chef needs a recipe to cook a delicious meal, businesses in hospitality need the right recipe for success. Research helps them find the best ways to do things, like how to manage staff, plan menus, and set prices. This makes the hotel or restaurant run smoothly and make more money.

3. Sustainable and Eco-Friendly Practices

Researchers in hospitality also look at ways to be kind to the planet. They explore how to save energy, reduce waste, and use fewer resources. This not only helps the environment but also saves money for businesses in the long run.

4. Keeping Up with Changing Trends

Travel and dining habits change over time, just like fashion trends. Hospitality research keeps businesses up-to-date with what’s popular and what’s not. It’s like knowing which clothing style is in fashion, but for hotels and restaurants.

5. Attracting and Training the Best Staff

Good staff is like the icing on a cake – they make everything better. Research in hospitality management helps businesses find and keep talented employees. Businesses can make their employees happier and more effective by knowing what they need and want. This will lead to better service for guests.

In this section, we will discuss hospitality management research topics: 

Great Hospitality Industry Research Topics

• Consumer Preferences in Sustainable Accommodations
• Technology’s Role in Personalizing Guest Experiences
• Crisis Management in the Post-COVID-19 Hospitality Sector
• Food Safety and Public Health in Restaurants
• Diversity and Inclusion in the Hospitality Workforce
• Cultural Exchange and Tourism Impact
• Managing Employee Turnover in Hospitality
• The Effect of Online Reviews on Hotel Selection
• Social Media Marketing for Hotels
• Environmental Responsibility in Hospitality Operations

Amazing Research Titles About Hospitality Industry

• Sustainable Hospitality: Green Practices and Guest Satisfaction
• Innovations in Guest Experience Management
• Resilience in the Face of Crisis: Hospitality Industry Strategies
• Digital Disruption in Hospitality: The Tech Transformation
• From Stars to Stories: Rethinking Hotel Ratings
• Exploring Cultural Tourism in the Hospitality World
• Unveiling the Secrets of Top-Rated Hotels: A Guest-Centric Analysis
• Banquets and Conferences in the Digital Age: Innovations in Event Management
• Social Media Crisis Communication for the Hospitality Industry
• Dining Experiences Beyond the Plate: Restaurant Innovations

List of Recommended Philippines Hotel and Restaurant Management Dissertation Topics

• Boutique Hotels and Local Tourism Development
• Culinary Tourism in the Philippines: A Flavorful Journey
• Community-Based Tourism Initiatives: Socioeconomic Impacts
• Sourcing Locally: Sustainable Food Practices in Filipino Restaurants
• Promoting Filipino Hospitality and Cuisine through Social Media
• Revenue Management Strategies for Philippine Hotels
• Cultural Festivals and Hotel Occupancy Rates
• Elevating Customer Service in Filipino Restaurants
• Ecotourism Trends and Eco-Friendly Accommodations in the Philippines
• Adapting to the ‘New Normal’: Challenges and Opportunities in Philippine Hospitality

Research Topics in Hospitality Management for Social Students

• Social Responsibility in Hospitality: A Comparative Study
• Indigenous Communities and Tourism: Social Implications
• Gender Diversity in Hospitality Leadership Roles
• Mental Health Among Hospitality Workers: A Social Perspective
• Social Media’s Impact on Destination Marketing
• Inclusivity and Diverse Populations in Hospitality
• Reducing Food Waste in Restaurants: A Social Goal
• Tourism as a Catalyst for Cultural Exchange
• Social Entrepreneurship in the Hospitality Sector
• Community Engagement in Tourism Development

Research Topics for Hospitality Management for Economy Students

• Mega Events and Their Economic Impact on Hospitality and Tourism
• Price Elasticity in the Hotel Industry
• Economic Analysis of All-Inclusive Resorts
• Tourism’s Role in the Economic Development of Developing Nations
• Foreign Investment in Hospitality: Economic Insights
• The Economics of Luxury Hotel Operations
• Market Entry Strategies for International Hotel Chains
• Tourism Taxes and Their Influence on Visitor Numbers
• Airbnb and Its Economic Impact on Traditional Hotels
• Agrotourism’s Economic Viability and Potential

Outstanding Research Titles For Hospitality Management Students

•  Crafting Exceptional Guest Experiences: A Study in Hospitality Excellence
•  Hospitality Resilience in Times of Crisis: Strategies and Success Stories
•  The Digital Revolution: Innovations in Hospitality Management
•  Beyond Stars and Diamonds: A New Era of Hotel Classification
•  The Art of Hospitality: Unveiling the Secrets of Top-Rated Establishments
•  Events Redefined: Innovations in Banquets and Conferences
•  Navigating Social Media in the Hospitality Industry
•  Sustainability and Responsibility: The Future of Hospitality
•  Restaurants Reinvented: Culinary Adventures in Modern Dining
•  Emerging Ethical Dilemmas in Hospitality Management

Leading Thesis Titles For Hospitality Management

•  Hotel Revenue Management Strategies and Their Impact on Profitability 
•  The Influence of Guest Reviews on Hotel Selection 
•  Digital Transformation in Hospitality: A Case Study of Leading Chains 
•  The Role of Environmental Practices in Guest Satisfaction 
•  Global Diversity in Hospitality Leadership: Challenges and Opportunities 
•  Promoting Cultural Tourism for Sustainable Economic Growth 
•  Employee Turnover: Causes, Costs, and Solutions in the Hospitality Sector 
•  Social Media Marketing for Hotels: Best Practices and Pitfalls 
•  Legal and Ethical Aspects of Food Safety in Restaurants 
•  The Sustainability Movement in Boutique Hotels: Case Studies 

Hotel Management Research Paper Ideas

•  Optimizing Hotel Room Pricing Strategies 
•  Enhancing Hotel Operations Through Technology 
•  Sustainable Practices in Hotel Management 
•  Crisis Management and Disaster Preparedness for Hotels 
•  The Role of Leadership in Hotel Success 
•  Innovations in Hotel Guest Services 
•  Customer Relationship Management in the Hotel Industry 
•  Effective Marketing Strategies for Hotels 
•  The Impact of Employee Training on Guest Satisfaction 
•  The Influence of Hotel Design on the Guest Experience 

Argumentative Essay Topics for Research in the Hospitality Industry

•  The Pros and Cons of All-Inclusive Resorts 
•  Online Travel Agencies vs. Direct Hotel Booking: Which is Better? 
•  The Ethics of Wildlife Tourism: Balancing Conservation and Entertainment 
•  The Role of Technology in Replacing Human Workers in Hospitality 
•  Is Sustainable Tourism Truly Achievable, or Just a Buzzword? 
•  Cultural Appropriation in the Restaurant Industry: Where to Draw the Line 
•  Balancing Economic Growth and Environmental Sustainability in Tourism 
•  The Impact of Overtourism on Local Communities 
•  Are Hotel Loyalty Programs a Benefit or a Burden for Guests? 
•  Legal and Ethical Issues in Food Allergen Handling in Restaurants 

Read More 

• Social Media Research Topics
• Mental Media Research Topics

Creative Hospitality Management Research Topics

•  The Influence of Art and Design on Hotel Guest Experience 
•  Gastronomic Tourism: Exploring the World Through Food 
•  The Theater of Fine Dining: Immersive Restaurant Experiences 
•  Hospitality as a Form of Entertainment: Theatricality in Hotels and Restaurants 
•  Novel Approaches to Hotel Branding and Theme Concepts 
•  Music and Soundscapes in Enhancing Ambiance in Hospitality Establishments 
•  The Role of Storytelling in Hotel and Restaurant Marketing 
•  Innovative Hotel Room Features and Amenities 
•  Sensory Marketing in the Hospitality Industry 
•  Virtual Reality and Augmented Reality Applications in Tourism and Hospitality 

Social Media Research Topics About the Hospitality Industry

• The Impact of Influencer Marketing on Hospitality Businesses
• Crisis Management in the Age of Social Media
• User-Generated Content and Its Influence on Hotel Bookings
• The Role of Instagram in Promoting Food Tourism
• The Viral Power of TikTok for Restaurant Marketing
• Online Reputation Management for Hotels and Restaurants
• Social Media as a Tool for Personalized Guest Experiences
• The Dark Side of Social Media: Handling Negative Reviews
• Popular Topics in Philippine Hotel and Restaurant Management Theses
• The Privacy Debate: Social Media and Guest Data in Hospitality

Excellent Research Titles About Hospitality Management

• The Guest Journey: A Holistic Approach to Hospitality Management
• Resilience in the Hospitality Industry: Lessons from Adversity
• Tech Transformation: Shaping the Future of Hospitality
• Guest Satisfaction Beyond Stars: Secrets of Highly Rated Hotels
• Innovations in Event Management: Redefining Conferences and Banquets
• Navigating the Digital Age: Social Media Marketing for Hotels
• Sustainability and Responsibility: The New Imperatives in Hospitality
• Culinary Experiences: The Evolution of Dining in the Modern Era
• Ethical Dilemmas in Hospitality Management: A Comprehensive Study
• Unlocking the Potential of Boutique Hotels: Case Studies

Tourism and Hospitality Research Topics for STEM

• Data Analytics in Tourism: Optimizing Operations and Guest Experiences
• Smart Cities and Sustainable Tourism Development
• Biotechnology and Food Safety in Hospitality
• The Role of Artificial Intelligence in Personalized Tourism Recommendations
• Environmental Engineering in Sustainable Hotel Design
• Renewable Energy Solutions for Eco-Friendly Accommodations
• Geographical Information Systems (GIS) in Destination Planning
• Sustainable Transportation and Tourism
• The Impact of 5G Technology on Tourism Services
• Waste Management and Recycling in the Hospitality Industry

Sustainability Research Topics for Tourism and Hospitality

• Zero-Waste Initiatives in Hotels: Challenges and Success Stories
• Sustainable Agriculture and Farm-to-Table Dining in Restaurants
• Carbon Footprint Reduction in Air Travel and Its Implications
• The Role of Green Certifications in Eco-Tourism
• Plastic Reduction Strategies in the Hospitality Sector
• Community-Based Tourism and Local Ecosystem Preservation
• Sustainable Water Management in Hotels and Resorts
• Sustainable Practices in Adventure Tourism
• Responsible Tourism and Conservation of Endangered Species
• Green Building Design and Energy Efficiency in Hotels

Simple Hospitality Research Topics

• The Importance of Customer Service in Hospitality
• Hotel Pricing Strategies and Occupancy Rates
• Food Safety and Hygiene in Restaurants
• The Impact of Guest Reviews on Hotel Reputation
• Staff Training and Retention in the Hospitality Industry
• Innovations in Hotel Room Design
• Effective Marketing Strategies for Small Hotels
• Local Food Sourcing for Sustainable Dining
• The Role of Hospitality in Economic Development
• The Psychology of Guest Satisfaction

Top Hospitality Research Ideas

•  Destination Branding and Its Legal Implications 
•  The Role of Insurance in Hospitality Risk Management 
•  Privacy and Data Protection in Guest Information Handling 
•  Intellectual Property and Copyright Laws in the Culinary World 
•  Alcohol Licensing and Regulation in the Hospitality Sector 
•  The Legal Aspects of Hotel Contracts and Booking Agreements 
•  Discrimination and Equal Opportunity Laws in Hospitality Employment 
•  Environmental Compliance in Hotel Building and Operations 
•  Liability in Tourism Activities: Legal Protection for Tour Operators 
•  Health and Safety Regulations in the Restaurant Industry 

Hospitality Management Research Topics

•  The Significance of Employee Training in Hospitality Service Excellence 
•  Innovations in Hotel Room Amenities and Design 
•  Food Safety and Hygiene Practices in High-End Restaurants 
•  The Role of Technology in Guest Service Enhancement 
•  Sustainability Initiatives in Hotel Operations 
•  Crisis Management Strategies in the Hotel Industry 
•  Tourism and Cultural Exchange: Promoting Diversity and Inclusion 
•  Legal and Ethical Issues in Alcohol Service at Restaurants 
•  The Psychology of Customer Loyalty in Hospitality 
•  The Impact of Hotel Design on Guest Satisfaction 

Research Topics on Hospitality and Tourism

•  The Interplay of Tourism and Local Culture Preservation 
•  Sustainable Tourism in Protected Natural Areas 
•  Hospitality Innovation for Accessible Tourism 
•  The Influence of Cultural Events on Hotel Bookings 
•  Online Travel Agencies and Their Impact on Small Hotels 
•  Destination Marketing through Virtual Reality and Augmented Reality 
•  Hotel Booking Behavior: A Comparative Study of Different Generations 
•  Disaster Preparedness and Crisis Management in Tourism 
•  The Effects of Weather and Climate on Tourism Destinations 
•  Dark Tourism: A Study of Morbid Attractions in Travel 

Excellent Hospitality Research Topics

•  The Power of Personalization in the Hospitality Industry 
•  Exploring Resilience in Crisis-Hit Tourism Destinations 
•  Hospitality Technology Adoption and Its Influence on Guest Satisfaction 
•  Beyond Stars and Diamonds: A New Era of Hotel Classification 
•  Crafting Unique Guest Experiences: A Study of High-Rated Hotels 
•  Innovations in Event Management: Rethinking Conferences and Banquets 
•  Social Media Marketing Strategies in the Hospitality Sector 
•  Sustainability and Responsibility: Imperatives for Future Hospitality 
•  The Evolution of Culinary Experiences in the Modern Dining Landscape 
•  Ethical Challenges in Hospitality Management: A Comprehensive Analysis 

Outstanding Hospitality Research Topics

•  The Guest Journey: A Holistic Approach to Hospitality Management 
•  Strategies for Resilience in the Hospitality Industry 
•  Digital Transformation in Hospitality: Innovations and Challenges 
•  Guest Satisfaction Beyond Stars: Unveiling Top Hotels’ Secrets 
•  Innovative Approaches to Event Management: Redefining Conferences and Banquets 
•  Social Media Marketing in Hospitality: Best Practices and Pitfalls 
•  Sustainability and Responsibility in the Modern Hospitality Landscape 
•  Reimagining Restaurants: Creative Concepts and Trends 
•  Ethical Dilemmas and Moral Compass in Hospitality Management 
•  Boutique Hotels: A New Wave of Luxury Accommodations 

Innovative Hospitality Dissertation Topics

•  The Impact of Blockchain Technology in Hotel Operations 
•  Augmented Reality and Its Application in Hotel Marketing 
•  Biosecurity Measures in Hospitality Post-Pandemic 
•  Sensory Marketing and Its Role in Guest Satisfaction 
•  Sustainable Practices in Hotel Interior Design 
•  Robotics and Automation in the Hospitality Industry 
•  Micro-Moments in Guest Decision-Making: A Mobile-First Approach 
•  Virtual Reality-Based Tourism Experiences 
•  Waste Reduction Strategies in Hotel Operations 
•  The Role of Emotional Intelligence in Hotel Leadership 

Unique Hospitality Research Paper Topics

•  The Impact of Feng Shui in Hotel Design and Guest Satisfaction 
•  The Use of Scent Marketing in Enhancing the Guest Experience 
•  The Role of Astronomy Tourism in Dark Sky Destinations 
•  Hospitality for Space Travel: Preparing for a New Frontier 
•  The Influence of Animal-Assisted Therapy in Hotel Stays 
•  The Revival of Historic Hotels: Challenges and Success Stories 
•  Gaming and Virtual Reality Integration in Hotel Entertainment 
•  Culinary Tourism and Edible Landscapes in Restaurants 
•  The Art of Mixology: Craft Cocktails in Modern Bars 
•  Hospitality as a Platform: Cross-Industry Collaborations in Guest Services

Hospitality Management Research Topics in the Philippines

•  The Impact of Ecotourism on Philippine Local Economies 
•  Local Food Sourcing and Sustainability in Filipino Restaurants 
•  Community-Based Tourism Initiatives in the Philippines 
•  Promoting Filipino Hospitality and Cuisine through Social Media 
•  Adapting to the ‘New Normal’: Challenges and Opportunities in Philippine Hospitality 
•  Cultural Festivals and Their Role in Philippine Tourism 
•  Boutique Hotels and Their Contribution to Philippine Tourism 
•  Sustainable Practices in the Philippine Hotel Industry 
•  Tourism and Indigenous Communities: Social and Economic Impacts 
•  COVID-19 and Its Effects on Philippine Hospitality: Lessons Learned 
• Tourism in the Philippines: Addressing Overcrowding and Overtourism

Challenges Face By Students During Hospitality Management Research 

Here are some challenges that are faced by students during hospitality Management research:

• Complexity of the Industry: The multifaceted nature of the hospitality industry demands an in-depth understanding of various sectors, making it challenging to focus on a specific research area.
• Data Collection: Gathering reliable and relevant data can be a hurdle, as it often requires cooperation from industry partners or access to real-time customer data.
• Changing Trends: Hospitality is constantly evolving with emerging trends and technologies. Students must keep up with these changes to ensure their research remains current.
• Cultural Diversity: The global nature of the industry means that students may encounter challenges when conducting research in culturally diverse settings, from language barriers to understanding local customs.
• Ethical Considerations: Studying the hospitality industry may involve complex ethical dilemmas, such as privacy concerns or the impact of research on businesses and employees.
• Resource Constraints: Access to resources for research, such as funding, relevant literature, and technology, can be limited, especially for students with tight budgets.
• Time Management: Balancing coursework, internships, and research can be demanding. Students often struggle with time management to meet deadlines and make progress in their research endeavors.

Hospitality Management Research is like the secret ingredient that makes hotels and restaurants better. It’s all about creating enjoyable experiences for guests, ensuring businesses run smoothly, and even being kind to our planet. As we’ve explored a wide range of research topics, it’s clear that this field is ever-evolving and holds countless opportunities for students and professionals alike.

By understanding the importance of research in enhancing guest satisfaction, improving business operations, and promoting sustainability, we can appreciate the immense impact it has on the hospitality industry. So, whether you’re a student or a business owner, keep exploring, innovating, and embracing the world of hospitality management research to ensure a brighter and more delightful future for all.

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• Open access
• Published: 25 November 2023

Systematic review and research agenda for the tourism and hospitality sector: co-creation of customer value in the digital age

• T. D. Dang   ORCID: orcid.org/0000-0003-0930-381X 1 , 2 &
• M. T. Nguyen 1  

Future Business Journal volume  9 , Article number:  94 ( 2023 ) Cite this article

2159 Accesses

1 Citations

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A Correction to this article was published on 07 February 2024

This article has been updated

The tourism and hospitality industries are experiencing transformative shifts driven by the proliferation of digital technologies facilitating real-time customer communication and data collection. This evolution towards customer value co-creation demands a paradigm shift in management attitudes and the adoption of cutting-edge technologies like artificial intelligence (AI) and the Metaverse. A systematic literature review using the PRISMA method investigated the impact of customer value co-creation through the digital age on the tourism and hospitality sector. The primary objective of this review was to examine 27 relevant studies published between 2012 and 2022. Findings reveal that digital technologies, especially AI, Metaverse, and related innovations, significantly enhance value co-creation by allowing for more personalized, immersive, and efficient tourist experiences. Academic insights show the exploration of technology’s role in enhancing travel experiences and ethical concerns, while from a managerial perspective, AI and digital tools can drive industry success through improved customer interactions. As a groundwork for progressive research, the study pinpoints three pivotal focal areas for upcoming inquiries: technological, academic, and managerial. These avenues offer exciting prospects for advancing knowledge and practices, paving the way for transformative changes in the tourism and hospitality sectors.

Introduction

The tourism and hospitality industry is constantly evolving, and the digital age has brought about numerous changes in how businesses operate and interact with their customers [ 1 ]. One such change is the concept of value co-creation, which refers to the collaborative process by which value is created and shared between a business and its customers [ 2 , 3 ]. In order to facilitate the value co-creation process in tourism and hospitality, it is necessary to have adequate technologies in place to enable the participation of all stakeholders, including businesses, consumers, and others [ 4 , 5 ]. Thus, technology serves as a crucial enabler for value co-creation. In the tourism and hospitality industry, leading-edge technology can be crucial in co-creation value processes because it can facilitate the creation and exchange of value among customers and businesses [ 6 , 7 ]. For example, the development of cloud computing and virtual reality technologies has enabled new forms of collaboration and co-creation that were not possible before [ 8 , 9 , 10 ]. Recent technologies like AI, Metaverse, and robots have revolutionized tourism and hospitality [ 11 , 12 , 13 ]. These technologies are used in various ways to enhance the customer experience and drive business success. AI can personalize the customer experience using customer data and personalized recommendations [ 14 ]. It can also optimize operations by automating tasks and improving decision-making. The metaverse, or virtual reality (VR) and augmented reality (AR) technologies, are being used to offer immersive and interactive experiences to customers [ 10 , 11 ]. For example, VR and AR can create virtual tours of hotels and destinations or offer interactive experiences such as virtual cooking classes or wine tastings [ 15 ]. Robots are being used to aid and interact with customers in various settings, including hotels, restaurants, and tourist attractions. For example, robots can provide information, answer questions, and even deliver room services [ 12 , 16 ]. The COVID-19 pandemic has underscored the crucial interplay between public health, sustainable development, and digital innovations [ 17 ]. Globally, the surge in blockchain applications, particularly in the business, marketing and finance sectors, signifies the technological advancements reshaping various industries [ 18 ]. These developments, coupled with integrating digital solutions during the pandemic, highlight the pervasive role of technology across diverse sectors [ 19 , 20 , 21 ]. These insights provide a broader context for our study of the digital transformation in the tourism and hospitality sectors. Adopting new technologies such as AI, the Metaverse, blockchain and robots is helping the tourism and hospitality industry deliver customers a more personalized, convenient, and immersive experience [ 22 ]. As these technologies continue to evolve and become more prevalent, businesses in the industry need to stay up-to-date and consider how they can leverage these technologies to drive success [ 23 , 24 ].

Despite the growing body of literature on customer value co-creation in the tourism and hospitality sector, it remains scattered and fragmented [ 2 , 25 , 26 ]. To consolidate this research and provide a comprehensive summary of the current understanding of the subject, we conducted a systematic literature review using the PRISMA 2020 (“ Preferred Reporting Items for Systematic Reviews and Meta-Analyses ”) approach [ 27 , 28 ]. This systematic review aims to explore three primary areas of inquiry related to the utilization of AI and new technologies in the tourism and hospitality industry: (i) From a technology perspective, what are the main types of AI and latest technologies that have been used to enhance co-creation values in tourism and hospitality?; (ii) From an academic viewpoint—What are the future research directions in this sector?; (iii) From a managerial standpoint—How can these technologies be leveraged to enhance customer experiences and drive business success?. In essence, this study contributes valuable insights into the dynamic realm of customer value co-creation in the digital age within the tourism and hospitality sector. By addressing the research questions and identifying gaps in the literature, our systematic literature review seeks to provide novel perspectives on leveraging technology to foster industry advancements and enhance customer experiences.

The remaining parts of this article are structured in the following sections: “ Study background ” section outlines pertinent background details for our systematic literature review. In “ Methodology ” section details our research objectives, queries, and the systematic literature review protocol we used in our study design. In “ Results ” section offers the findings based on the analyzed primary research studies. Lastly, we conclude the article, discuss the outstanding work, and examine the limitations to the validity of our study in “ Discussion and implications ” section.

Study background

Amidst the COVID-19 pandemic, the tourism sector is experiencing significant transformations. Despite the substantial impact on the tourism industry, the demand for academic publications about tourism remains unabated. In this recovery phase, AI and novel technologies hold immense potential to assist the tourism and hospitality industry by tackling diverse challenges and enhancing overall efficiency. In this section, the study provides some study background for the review processes.

The relationship between tourism and hospitality

Tourism and hospitality are closely related industries, as the hospitality industry plays a crucial role in the tourism industry [ 29 ]. Academics and practitioners often examine tourism and hospitality because they are related industries [ 2 , 30 ]. Hospitality refers to providing travelers and tourists accommodation, food, and other services [ 31 ]. These can include hotels, resorts, restaurants, and other types of establishments that cater to the needs of travelers [ 32 ]. On the other hand, the tourism industry encompasses all the activities and services related to planning, promoting, and facilitating travel [ 31 ]; transportation, tour operators, travel agencies, and other businesses that help facilitate tourist travel experiences [ 33 ]. Both industries rely on each other to thrive, as travelers need places to stay and eat while on vacation, and hospitality businesses rely on tourists for their income [ 32 , 33 , 34 ].

In recent years, the tourism industry has undergone significant changes due to the increasing use of digital technologies, enabling the development of new forms of tourism, such as “smart tourism” [ 8 , 10 ]. Smart tourism refers to using digital technologies to enhance the customer experience and improve the efficiency and effectiveness of the industry [ 1 ]. These technologies, including AI and Metaverse, can be used in various aspects of the tourism industry, such as booking and reservation processes, customer service, and the management of tourist attractions [ 4 , 11 ]. The hospitality industry, which includes hotels and restaurants, is closely linked to the tourism industry and is also adopting intelligent technologies to improve the customer experience and increase efficiency [ 1 , 22 ]. Recent studies have explored the impact of these technologies on the tourism and hospitality sectors and have identified both benefits and challenges for stakeholders [ 10 , 35 , 36 ].

Customer value co-creation in tourism and hospitality

Customer value co-creation in tourism and hospitality refers to the process by which customers and businesses collaborate to create value by exchanging services, information, and experiences [ 2 , 33 ]. This process involves the customer and the business actively creating value rather than simply providing a product or service to the customer [ 37 ]. Studies have found that customer value co-creation in tourism and hospitality can increase customer satisfaction and loyalty [ 2 ]. When customers feel that they can contribute to the value of their experience, they are more likely to feel a sense of ownership and involvement, which can lead to a more positive overall evaluation of the experience [ 5 , 38 ]. In the tourism industry, customer value co-creation can increase satisfaction with the destination, trips, accommodation, services, and overall experiences [ 4 ]. These can be achieved by allowing customers to choose their room amenities or providing opportunities to interact with staff and other guests [ 5 , 39 ]. Customer value co-creation in tourism and hospitality can be a powerful solution for businesses to increase customer satisfaction and loyalty. By actively involving customers in creating value, businesses can create a more personalized and engaging experience for their customers.

AI, Metaverse, and new technologies in tourism and hospitality

The impact of AI, the Metaverse, and new technologies on the tourism and hospitality industries is an area of active research and debate [ 2 , 4 , 29 , 40 ]. First, using AI and new technology in tourism and hospitality can improve the customer experience, increase efficiency, and reduce costs [ 13 , 41 , 42 , 43 ]. For instance, chatbots and virtual assistants facilitate tasks like room bookings or restaurant reservations for customers. Concurrently, machine learning (ML) algorithms offer optimized pricing and marketing strategies and insights into customer perceptions within the tourism and hospitality sectors [ 44 , 45 , 46 , 47 ]. However, there are also concerns about the potential negative impact of AI on employment in the industry [ 48 ]. Second, The emergence of the Metaverse, a virtual shared space where people can interact in real time, can potentially revolutionize the tourism and hospitality industries [ 10 ]. For example, VR and AR experiences could allow travelers to visit and explore destinations without leaving their homes [ 15 , 49 ], while online events and social gatherings could provide new business opportunities to connect with customers [ 11 ]. However, it is unclear how the Metaverse will evolve and its long-term impact on the tourism and hospitality industries [ 4 , 10 , 11 ]. Last, other emerging technologies, such as blockchain, AI-Robotics, and the Internet of Things (IoT), can potentially transform the tourism and hospitality industries [ 18 , 45 , 48 ]. For example, blockchain could be used to secure and track the movement of travel documents [ 18 ], while IoT-enabled devices could improve the efficiency and personalization of the customer experience [ 50 ]. As with AI and the Metaverse, it is difficult to predict the exact impact of these technologies on the industry, but they are likely to play a significant role in shaping its future [ 18 , 40 ]. In the aftermath of the pandemic, the healthcare landscape within the tourism and hospitality sector is undergoing significant transformations driven by the integration of cutting-edge AI and advanced technologies [ 38 , 51 , 52 ]. These technological advancements have paved the way for personalized and seamless experiences for travelers, with AI-powered chatbots playing a pivotal role in addressing medical inquiries and innovative telemedicine solutions ensuring the well-being of tourists [ 52 , 53 ].

This study background provides essential context for the subsequent systematic literature review, as it contextualizes the field’s key concepts, frameworks, and emerging technologies. By examining these aspects, the study aims to contribute valuable insights into the post-pandemic recovery of the tourism and hospitality industry, paving the way for future research opportunities and advancements in the field.

Methodology

This study meticulously adopted a systematic literature review process grounded in a pre-defined review protocol to provide a thorough and objective appraisal [ 54 ]. This approach was geared to eliminate potential bias and uphold the integrity of study findings. The formulation of the review protocol was a collaborative effort facilitated by two researchers. This foundational document encompasses (i) Clear delineation of the study objectives, ensuring alignment with the research aim; (ii) A thorough description of the methods used for data collection and assessment, which underscores the replicability of our process; (iii) A systematic approach for synthesizing and analyzing the selected studies, promoting consistency and transparency.

Guiding the current review process was the PRISMA methodology, a renowned and universally esteemed framework that has set a gold standard for conducting systematic reviews in various scientific disciplines [ 27 , 28 ]. The commendable efficacy of PRISMA in service research substantiates its methodological robustness and reliability [ 55 ]. It is not only the rigorous nature of PRISMA but also its widespread acceptance in service research that accentuates its fittingness for this research. Given tourism and hospitality studies’ intricate and evolving nature, PRISMA is a robust compass to guide our SLR, ensuring methodological transparency and thoroughness [ 56 , 57 ]. In essence, the PRISMA approach does not merely dictate the procedural intricacies of the review but emphasizes clarity, precision, and transparency at every phase. The PRISMA methodology presents the research journey holistically, from its inception to its conclusions, providing readers with a clear and comprehensive understanding of the approach and findings [ 58 ].

Utilizing the goal-question-metrics approach [ 59 ], our study aims to analyze current scientific literature from the perspectives of technicians, researchers, and practitioners to comprehend customer value co-creation through the digital age within the Tourism and Hospitality sector. In order to accomplish this goal, we formulated the following research questions:

What are the main types of AI and new technologies used to enhance value co-creation in the tourism and hospitality industries?

What are the future research directions in customer value co-creation through AI and new technologies in the tourism and hospitality sector?

How do managers in the tourism and hospitality sector apply AI and new technologies to enhance customer co-creation value and drive business success?

The subsequent subsections will provide further details regarding our search and analysis strategies.

Search strategy and selection criteria

We collected our data by searching for papers in the Scopus and Web of Science databases, adhering to rigorous scientific standards. We included only international peer-reviewed academic journal articles, excluding publications like books, book chapters, and conference proceedings [ 60 , 61 , 62 ]. The research process covered the period from 2009 to 2022, as this timeframe aligns with the publication of the first studies on value co-creation in the tourism industry in 2009 and the first two studies on value co-creation in general in 2004 [ 63 , 64 ]. The selection of sources was based on criteria such as timelines, availability, quality, and versatility, as discussed by Dieste et al. [ 2 ]. We employed relevant keywords, synonyms, and truncations for three main concepts: tourism and hospitality, customer value co-creation, and AI and new technologies in smart tourism and hospitality. To ensure transparency and comprehensiveness, we followed the PRISMA inclusion criteria, detailed in Table 1 , and utilized topic and Boolean/phrase search modes to retrieve papers published from 2009 to 2022. The final search string underwent validation by experts to ensure accuracy and comprehensiveness:

A PRISMA diagram was produced to understand better this study’s search strategy and record selection.

Study selection and analysis procedure

The current study utilized the PRISMA framework to document our review process. One hundred two papers were retrieved during the initial search across the databases. Table 1 outlines the criteria for selecting the studies based on scope and quality. The study adhered to the PRISMA procedure (as shown in Fig.  1 ) and applied the following filters:

We identified and removed 17 duplicate records during the ‘identification’ step.

We excluded 27 publications in the ‘Screening’ step based on the title and abstract.

We excluded 31 publications based on the entire text in the eligibility step.

PRISMA flow diagram

As a result, we were left with a final collection of 27 journal articles for downloading and analysis. Two trained research assistants conducted title and abstract screenings separately, and any disagreements about inclusion were resolved by discussing them with the research coordinator until an agreement was reached. Papers not in English, papers from meetings, books, editorials, news, reports, and patents were excluded, as well as unrelated or incomplete papers and studies that did not focus on the tourism and hospitality domain. A manual search of the reference lists of each paper was conducted to identify relevant papers that were not found in the database searches. After this process, 27 papers were left for a full-text review.

This study used the Mixed Methods Appraisal Tool (MMAT) to evaluate the quality of qualitative, quantitative, and mixed methods research studies included [ 65 , 66 ]. According to the findings, the quality of the study met the standards of a systematic review. Additional information can be obtained from Additional file 1 : Appendix 1.

In this section, we will report the results of our data analysis for each research question. We will begin by describing the characteristics of the studies included in the systematic literature review, such as (1) publication authors, titles, years and journals, topics, methods, and tools used in existing studies. Then each facet was elaborated by the following questions: (i) What are the main types of AI and new technologies used to enhance value co-creation in the tourism and hospitality industries? (ii) What are the future research directions in customer value co-creation through AI and new technologies in the tourism and hospitality sector? (iii) How do managers in the tourism and hospitality sector apply AI and new technologies to enhance customer co-creation value and drive business success?

Studies demographics

Figure  2 shows the yearly publication of articles on customer co-creation of value in tourism and hospitality through AI and new technologies. The chart’s data suggests two main findings. Firstly, the research on customer value co-creation in tourism and hospitality through AI and new technologies is still in its early stages (1 paper in 2012). However, the annual number of published articles from 2017 to the present appears to be generally increasing. This trend implies that the application of value co-creation in this field is gaining academic attention and is becoming an emerging research area. Based on this trend, we anticipate seeing more studies on this topic published in the following years.

Publication Years with research methods

Regarding research type, 14 papers (52%) conducted quantitative research, employing statistical analysis, structural equation modeling, and data mining methods. Meanwhile, 11 papers (41%) conducted qualitative research using interviews, thematic analysis, and descriptive analysis. Only two papers (7%) used mixed research (combining quantitative and qualitative methods). The survey and interview methods (both individual and group) were found to be more common than other research methods. This suggests that interviews provide greater insight into participant attitudes and motivations, enhancing accuracy in quantitative and qualitative studies. Additionally, certain studies employed content analysis, big data analysis using UGC, and data from online platforms, social media, and big data.

Regarding the publishing journals, we found that 27 papers were published in 22 journals (refer to Table 2 ), where three journals had more than one paper on co-creation value through AI and new technologies in tourism and hospitality, indicating their keen interest in this topic. Most publications were in the Journal of Business Research, with four studies on co-creation value through AI and new technologies in tourism and hospitality. Two related studies were published in the Tourism Management Perspectives and Journal of Destination Marketing & Management. This distribution indicates that most current research on co-creation value through AI and new technologies in tourism and hospitality was published in journals in the tourism and hospitality management field. However, some journals in the computer and AI field have also published papers on co-creation value through AI and new technologies in tourism and hospitality, including Computers in Industry, Computers in Human Behavior, Computational Intelligence, and Neuroscience.

Regarding data analytics tools, SmartPLS, AMOS, NVivo and PROCESS tools are the 5 most popular software graphic tools used in studies, while Python and R are the two main types of programming languages used. In total, 27 studies, 14 refer to using AI applications and data analytics in this research flow. Metaverse and relative technologies such as AR and VR were included in 8 studies. Three studies used service robots to discover the value co-creation process. There are include two studies that have used chatbots and virtual assistants.

Publication years and journals

In recent systematic literature reviews focusing on general services, tourism, and hospitality, there has been a notable emphasis on traditional factors shaping customer experience [ 26 , 67 , 68 ]. However, this study uniquely positions itself by emphasizing the digital age’s profound impact on value co-creation within this sector. The subsequent part digs more into the specifics of this study, building on these parallels. The detailed findings offer nuanced insights into how value co-creation in tourism and hospitality has evolved, providing a more extensive understanding than previous works.

Result 1—technology viewpoints: What are the main types of AI and new technologies used to enhance value co-creation in the tourism and hospitality industries?

Several types of AI and new technologies have been used to enhance co-creation values in the tourism and hospitality industry. Nowadays, AI, ML, and deep learning can all be used to enhance customer value co-creation in the tourism and hospitality industry [ 42 , 69 , 70 ]. There are some AI applications identified through the review process:

First, personalization and customized recommendations: AI and ML can be used to analyze customer data, such as their past bookings, preferences, and reviews, to personalize recommendations and experiences for them [ 7 , 69 , 71 , 72 ]. Cuomo et al. examine how data analytics techniques, including AI and ML, can improve traveler experience in transportation services. Applying AI and ML can help customers discover new experiences and activities they may not have considered otherwise [ 13 ]. Relating to data mining applications, Ngamsirijit examines how data mining can be used to create value in creative tourism. Moreover, the study also discusses the need for co-creation to create a successful customer experience in creative tourism and ways data mining can enhance the customer experience [ 73 ].

Second, user-generated content and sentiment analysis: ML and Natural Language Processing (NLP) can be used to analyze user-generated content such as reviews and social media posts to understand customer needs and preferences [ 12 , 37 ]. This can help businesses identify opportunities to create customer value [ 74 ]. NLP can analyze customer reviews and feedback to understand the overall sentiment toward a hotel or destination [ 75 ]. This can help businesses identify areas for improvement and create a better customer experience [ 70 ]. In the study using NLP to analyze data from Twitter, Liu et al. examine the impact of luxury brands’ social media marketing on customer engagement. The authors discuss how big data analytics and NLP can be used to analyze customer conversations and extract valuable insights about customer preferences and behaviors [ 74 ].

Third, recent deep learning has developed novel models that create business value by forecasting some parameters and promoting better offerings to tourists [ 71 ]. Deep learning can analyze large amounts of data and make more accurate predictions or decisions [ 39 , 41 ]. For example, a deep learning model could predict the likelihood of a customer returning to a hotel based on their past bookings and interactions with the hotel [ 72 ].

Some applications of the latest technologies that have been used to enhance co-creation values in tourism and hospitality include

Firstly, Chatbots and virtual assistants can enhance customer value co-creation in the tourism and hospitality industry in several ways: (i) Improved customer service: Chatbots and virtual assistants can be used to answer customer questions, provide information, and assist with tasks such as booking a room or making a reservation [ 45 ]. These tools can save customers and staff time and improve customer experience [ 76 ]; (ii) Increased convenience: Chatbots and virtual assistants can be accessed 24/7, meaning customers can get help or assistance anytime [ 50 ]. These tools can be handy for traveling customers with questions or who need assistance outside regular business hours [ 44 ]; (iii) Personalization: Chatbots and virtual assistants can use natural language processing (NLP) to understand and respond to customer inquiries in a more personalized way [ 45 , 70 ]. This can help improve the customer experience and create a more favorable impression of the business. Moreover, this can save costs and improve customers [ 16 ].

Secondly, metaverse technologies can enhance customer value co-creation in the tourism and hospitality industry in several ways: (i) Virtual tours and experiences: Metaverse technologies can offer virtual tours and experiences to customers, allowing them to visit and explore destinations remotely [ 77 ]. This technology can be beneficial for customers who are unable to travel due to pandemics or who want to preview a destination before deciding to visit in person [ 49 ]; (ii) Virtual events: Metaverse technologies can be used to host virtual events, such as conferences, workshops, or trade shows, which can be attended by customers from anywhere in the world [ 9 ]. This can save time and money for businesses and customers and increase the reach and impact of events; (iii) Virtual customer service: Metaverse technologies can offer virtual customer service, allowing customers to interact with businesses in a virtual setting [ 25 ]. This can be especially useful for customers who prefer to communicate online or in remote areas; (iv) Virtual training and education : Metaverse technologies can offer virtual training and education to employees and customers [ 41 ]. Metaverse can be an effective and convenient way to deliver training and can save time and money for both businesses and customers [ 7 ]; (v) Virtual reality (VR) experiences: Metaverse technologies can be used to offer VR experiences to customers, allowing them to immerse themselves in virtual environments and participate in activities that would be difficult or impossible to do in the real world [ 77 ]. This can enhance the customer experience and create new business opportunities to offer unique and memorable experiences [ 71 ].

Thirdly, IoT and robots can enhance customer value co-creation in the tourism and hospitality sector in several ways: (i) One way is by providing personalized and convenient customer experiences [ 12 ]. For example, hotels can use IoT-enabled devices to allow guests to control the temperature and lighting in their rooms, as well as access hotel amenities such as room service and concierge services [ 50 ]; (ii) In addition, robots can be used to provide assistance and enhance the customer experience in various ways [ 16 , 40 ]. For example, robots can be used to deliver items to guest rooms, assist with check-in and check-out processes, and provide information and directions to guests [ 12 ]; (iii) Both IoT and robots can be used to gather customer feedback and data in real-time, which can help to improve the quality and effectiveness of tourism and hospitality services [ 76 ]. For example, hotels can use IoT-enabled devices to gather data on guest preferences and needs, which can be used to tailor services and experiences to individual customers. This can help to improve customer satisfaction and loyalty [ 76 ]. Overall, using IoT and robots in the tourism and hospitality sector can help improve the industry’s efficiency and effectiveness and enhance the customer experience.

Result 2—academic viewpoints: What are the future research directions in customer value co-creation through AI and new technologies in the tourism and hospitality sector?

From an academic perspective, there are several potential future research directions in customer value co-creation through the digital age in the tourism and hospitality sector. Some possibilities include: (1) Understanding how different technologies and platforms facilitate co-creation: Researchers could investigate how different technologies and platforms, such as social media, mobile apps, or virtual reality, enable or inhibit co-creation in the tourism and hospitality industry; (2) Investigating the impact of co-creation on business performance: Researchers could examine the relationship between co-creation and business performance in the tourism and hospitality sector and identify the factors that drive success in co-creation initiatives; (3) Investigating the impact of AI and automation on co-creation: As AI and automation technologies become more prevalent in the industry, research could focus on the impact these technologies have on co-creation and value creation, including the potential for AI to facilitate or hinder co-creation; (4) Investigating the impact of the Metaverse on customer behaviour: Research could focus on understanding how the Metaverse affects customer behaviour and decision-making, and how companies can use this information to facilitate co-creation and value creation [ 9 ]; (5) Analysing the use of social media and other digital platforms for co-creation: Researchers could study how companies in the tourism and hospitality sector use social media and other digital platforms to facilitate co-creation with customers, and the impact that these platforms have on value creation [ 7 , 45 , 78 ]. Researchers could investigate how social interactions and communities in the Metaverse enable or inhibit co-creation in the tourism and hospitality industry and the impact on customer satisfaction and loyalty; (6) Examining the ethical implications of the Metaverse and AI: Researchers could explore the ethical considerations surrounding the use of the Metaverse and AI in the tourism and hospitality sector, such as issues related to privacy and data security, and the potential for these technologies to perpetuate or exacerbate societal inequalities [ 48 , 75 , 77 ].

Result 3—Management viewpoints: How do managers in the tourism and hospitality sector apply AI and new technologies to enhance customer co-creation value and drive business success?

There are several ways managers in the tourism and hospitality industry can apply AI and new technologies to enhance customer experiences and drive business success. We suggest four main possibilities: (1) Implementing chatbots or virtual assistants to encourage customer co-creation: Managers can use chatbots or virtual assistants to provide quick and convenient customer service, helping businesses respond to customer inquiries and resolve issues more efficiently [ 76 ]. Then, encourage customer co-creation by inviting customers to participate in the creation of new experiences and products by gathering feedback and ideas through online forums and focus groups [ 45 ]. This can help build a sense of community and engagement and can also lead to the development of new, innovative products and experiences that will attract more customers [ 50 , 79 ]; (2) Leveraging personalization technologies and using predictive analytics: Managers can use AI-powered personalization technologies to analyze customer data and preferences and offer personalized recommendations and experiences [ 42 , 72 , 80 ]. This can help businesses better understand and anticipate customer needs and create more tailored and satisfying experiences that drive co-creation value. Managers can leverage AI-powered predictive analytics technologies to analyze data and predict future customer behavior or trends [ 75 ]. This can help businesses anticipate customer needs and make informed decisions about resource allocation and planning, enhancing co-creation value. Managers can use personalization technologies and predictive analytics to analyze customer feedback and identify areas for improvement [ 37 ]. These can help businesses better understand customer needs and preferences and create more satisfying and valuable experiences that drive co-creation value [ 7 , 36 , 41 ]; (3) Using the Metaverse to facilitate co-creation: Managers can leverage the Metaverse to allow customers to design and customize their own experiences, which can help create value in collaboration with customers [ 25 , 71 , 77 ]. Managers can use VR and AR technologies to create immersive and interactive customer experiences in the Metaverse [ 81 ]. This can help businesses differentiate themselves and stand out in a competitive market. Managers can use data analysis tools to understand how customers behave in the Metaverse and use this information to create more personalized and satisfying experiences [ 9 ]. Managers can leverage the Metaverse to facilitate co-creation with customers, for example, by enabling customers to design and customize their own experiences [ 49 , 81 ]. This can help businesses create value in collaboration with customers; (4) Integrating AI-robotics into operations to support value co-creation: Analyse your business processes to identify tasks that can be automated using AI-powered robotics, such as check-in and check-out, room service, or concierge services [ 12 , 82 ]. Managers can consider using AI-powered robots for tasks such as check-in and check-out or for delivering amenities to guests. Use AI and the latest technologies to streamline the booking and check-in process, making it faster and more convenient for customers [ 16 ]. This can include using virtual assistants to handle booking inquiries or facial recognition technology to allow customers to check in at their hotel simply by showing their faces. These can help businesses reduce labor costs and improve efficiency, enhancing co-creation value [ 16 ]. We summarize three viewpoints in Fig.  3 below.

Summary of value co-creation through the Digital Age in Tourism and Hospitality

Combining these three viewpoints as a research agenda for tourism and hospitality in the AI and digital age holds immense potential. It addresses critical aspects such as customer experience enhancement, leveraging customer-generated content, and exploring cutting-edge technologies to create value co-creation opportunities. Researching these areas allows the industry to stay at the forefront of the digital revolution and deliver exceptional customer experiences that drive business success in the next few years.

Discussion and implications

This study aimed to develop a systematic literature review of customer value co-creation in the hospitality and tourism industry using the PRISMA protocol [ 27 ]. The study findings highlighted that tourism and hospitality should take advantage of AI and new technologies, as it brings significant advantages. Value co-creation in the tourism and hospitality sector refers to creating value through the collaboration and participation of multiple stakeholders, including tourists, employees, and the industry [ 2 ]. AI, Metaverse, and other new technologies can significantly enhance value co-creation in this sector by enabling more personalized, immersive, and efficient tourist experiences [ 40 , 80 , 81 ].

From a technology viewpoint, the study reveals that manifestations of customer value co-creation through the digital age are related to AI and the latest technologies such as Metaverse, robots, IoT, chatbots, intelligence systems, and others that shape co-creation [ 42 ]. AI applications and new technologies can help shape customer value co-creation in this sector. AI can follow the rules, think like an expert, learn from data, and even create virtual and augmented reality experiences [ 4 , 10 ]. Chatbots, personalization, predictive analytics, and robotics are examples of how AI and technology can create unique and fun travel experiences [ 16 , 40 , 74 , 83 ].

From an academic viewpoint, researchers look at ways technology can help people enjoy their travels and stay in hotels by boosting the value co-creation process [ 2 ]. They are looking at how different technologies, like social media, can help people create value for themselves and others [ 45 , 84 ]. They are also looking at how AI and the virtual world can change people’s decisions and how companies can use this information to help people [ 77 , 80 ]. Finally, researchers are looking into the ethical issues of using technology in tourism and hospitality [ 48 , 75 , 77 ].

From the manager’s viewpoint, managers in the tourism and hospitality industry can use AI and new technologies to create better customer experiences and drive success [ 70 , 80 ]. These can include using chatbots or virtual assistants to help customers and get their feedback [ 50 , 76 ], using personalization technologies to understand customer needs [ 69 ], using the Metaverse to have customers design their own experiences [ 10 ], and using AI-robotics to automate tasks [ 16 , 82 ].

In light of the findings from this systematic literature review, policymakers in the tourism and hospitality sectors must revisit and revitalize current strategies. Embracing digital age technologies, especially AI and metaverse tools, can significantly enhance customer value co-creation. This necessitates targeted investments in technology upgradation, capacity-building, and skilling initiatives. While the initial resource allocation may appear substantial, the long-term returns regarding elevated customer satisfaction, increased tourism inflow, and industry-wide growth are undeniable. Policymakers must ensure a collaborative approach, engaging stakeholders across the value chain for streamlined adoption and implementation of these advancements.

Overall, the use of AI, Metaverse, and other new technologies can significantly enhance co-creation value in the tourism and hospitality sector by enabling more personalized, immersive, and efficient experiences for tourists and improving the efficiency and effectiveness of the industry as a whole [ 15 ].

Theoretical implications

The systematic literature review using the PRISMA method on customer value co-creation through the digital age in the tourism and hospitality sector has several theoretical implications.

First, this research paper addresses earlier suggestions that emphasize the significance of further exploring investigations on customer value co-creation in the hospitality and tourism sector [ 2 , 85 ].

Second, the review highlights the importance of adopting a customer-centric approach in the tourism and hospitality industry, in which customers’ needs and preferences are central to the design and delivery of services [ 35 , 86 ]. This shift towards customer value co-creation is driven by the increasing use of digital technologies, such as the IoT, AI, and ML, which enable real-time communication and data gathering from customers [ 1 , 40 ].

Third, the review highlights the role of digital technologies in enabling personalized and convenient customer experiences, which can help improve satisfaction and loyalty [ 87 ]. Using AI-powered chatbots and personalized recommendations based on customer data can enhance the customer experience, while using IoT-enabled devices can allow guests to control and access hotel amenities conveniently [ 12 ].

Fourth, the review suggests that adopting digital technologies in the tourism and hospitality sector can increase the industry’s efficiency and effectiveness [ 88 ]. Businesses use ML algorithms to automate tasks and analyze customer data, which can help streamline processes and identify areas for improvement [ 39 , 80 ].

Overall, the systematic literature review using the PRISMA method sheds light on adopting a customer-centric approach and leveraging digital technologies for customer value co-creation in tourism and hospitality. Over the next five years, researchers should focus on exploring the potential of emerging technologies, developing conceptual frameworks, and conducting applied research to drive meaningful transformations in the industry. By aligning strategies with these implications, organizations can thrive in the dynamic digital landscape and deliver exceptional customer experiences, ultimately contributing to their success and competitiveness in the market [ 2 , 4 , 15 , 29 , 33 , 89 ].

Practical implications

The systematic literature review using the PRISMA method on customer value co-creation through the digital age in the tourism and hospitality sector has several management implications for organizations in this industry.

First, the review suggests that adopting a customer-centric approach, in which customers’ needs and preferences are central to the design and delivery of services, is crucial for success in the digital age [ 40 , 86 ]. Therefore, managers should focus on understanding and meeting the needs and preferences of their customers and consider how digital technologies can be leveraged to enable real-time communication and data gathering from customers [ 15 , 80 ].

Second, the review highlights the importance of using digital technologies like the IoT, AI, and ML to enable personalized and convenient customer experiences [ 40 , 50 ]. Managers should consider how these technologies can enhance the customer experience and improve satisfaction and loyalty [ 36 , 39 ].

Third, the review suggests that adopting digital technologies in the tourism and hospitality sector can lead to increased efficiency and effectiveness in the industry [ 7 , 16 ]. Therefore, managers should consider how these technologies can streamline processes and identify areas for improvement [ 42 ]. Further, regarding privacy concerns, managers must spend enough resources to secure their customers’ data to help boost the customer value co-creation process [ 48 , 77 ].

Fourth, policymakers can foster an environment conducive to value co-creation by incorporating customer-centric strategies and leveraging digital technologies. Effective policies can enhance customer experiences, promote sustainable growth, and drive economic development, ensuring a thriving and competitive industry in the digital age.

The practical implications of applying AI and new technology for managerial decision-making in the tourism and hospitality industry are vast and promising [ 90 ]. Managers can navigate the dynamic digital landscape and drive meaningful co-creation with customers by embracing a customer-centric approach, leveraging personalized technologies, addressing efficiency and data security considerations, and strategically adopting AI-powered tools. By staying abreast of technological advancements and harnessing their potential, businesses can thrive in the next five years and beyond, delivering exceptional customer experiences and enhancing value co-creation in the industry.

Limitations and future research

The research, anchored in the PRISMA methodology, significantly enhances the comprehension of customer value co-creation within the digital ambit of the tourism and hospitality sectors. However, it is essential to underscore certain inherent limitations. Firstly, there might be publication and language biases, given that the criteria could inadvertently favor studies in specific languages, potentially sidelining seminal insights from non-English or lesser-known publications [ 91 ]. Secondly, the adopted search strategy, governed by the choice of keywords, databases, and inclusion/exclusion guidelines, might have omitted pertinent literature, impacting the review’s comprehensiveness [ 57 ]. Furthermore, the heterogeneous nature of the studies can challenge the synthesized results’ generalizability. Finally, the swiftly evolving domain of this research underscores the ephemeral nature of the findings.

In light of these limitations, several recommendations can guide subsequent research endeavors. Scholars are encouraged to employ a more expansive and diverse sampling of studies to curtail potential biases. With the digital technology landscape in constant flux, it becomes imperative to delve into a broader spectrum of innovations to discern their prospective roles in customer value co-creation [ 18 ]. Additionally, varied search strategies encompassing multiple databases can lend a more holistic and inclusive character to systematic reviews [ 27 ]. Moreover, future research could investigate the interplay between political dynamics and the integration of novel technologies, enriching the understanding of value co-creation in a broader socio-political context. Lastly, integrating sensitivity analyses can ascertain the findings’ robustness, ensuring the conclusions remain consistent across diverse search paradigms, thereby refining the review’s overall rigor.

In conclusion, this review highlights the pivotal role of digital technologies in customer value co-creation within the tourism and hospitality sectors. New AI, blockchain and IoT technology applications enable real-time communication and personalized experiences, enhancing customer satisfaction and loyalty. Metaverse technologies offer exciting opportunities for immersive interactions and virtual events. However, privacy and data security challenges must be addressed. This study proposed a comprehensive research agenda addressing theoretical, practical, and technological implications. Future studies should aim to bridge research gaps, investigate the impact of co-creation on various stakeholders, and explore a more comprehensive array of digital technologies in the tourism and hospitality sectors. This study’s findings provide valuable insights for fostering innovation and sustainable growth in the industry’s digital age. Despite the valuable insights gained, we acknowledge certain limitations, including potential biases in the search strategy, which underscore the need for more inclusive and diverse samples in future research.

Availability of data and materials

The review included a total of 27 studies published between 2012 and 2022.

Change history

07 february 2024.

A Correction to this paper has been published: https://doi.org/10.1186/s43093-023-00293-2

Abbreviations

• Artificial intelligence

Augmented reality

Internet of Things

Machine learning

Preferred Reporting Items for Systematic Reviews and Meta-Analyses

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Dang, T.D., Nguyen, M.T. Systematic review and research agenda for the tourism and hospitality sector: co-creation of customer value in the digital age. Futur Bus J 9 , 94 (2023). https://doi.org/10.1186/s43093-023-00274-5

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• Customer value co-creation
• Tourism and hospitality

Hospitality innovation industry report: helping hoteliers better understand hospitality innovation strategies

Dr Carlos Martin-Rios

Associate Professor at EHL

Hotels are increasingly challenged by emerging competitors and shifting customer demands and expectations; Airbnb being just one example of the former and Millennials of the latter. It is becoming clear that all of the ‘traditional’ players in hospitality will need to innovate in order to meet these challenges. While some hotels recognize this, and even welcome it, others do not. Their conclusions can be summarized briefly as: “The only way that hotels can prosper in a more diverse economy is to cut costs relentlessly and accept lower profit margins.”

Yes, the challenges are significant. But I couldn’t disagree more with that opinion. At the same time, there are a number of outstanding examples of innovative hotels, that have developed new businesses, created new services, adopted new management practices, engaged in collaborative and open innovationinitiatives with customers, academic institutions and even competitors. Not to be forgotten, green, eco-innovations are increasingly popular.

Overall, there is a lot of interest among hoteliers and academics to ascertain how technological innovations and these so-called “non-technological innovations” contribute to new and profitable revenue streams, and a competitive advantage. Very few academic studies have helped hotels better understand the current state of hospitality innovation strategies – and evaluate how complex innovations affect the firm’s overall utility, despite the critical importance of these issues. These are some of the issues addressed in this report.

Almost 4% of the EU Gross Domestic Product is generated by the hospitality industry (EY, 2013)—such as hotels, restaurants and food service providers—and roughly one in ten of the EU working population is employed in this industry. These numbers are roughly the same in other parts of the world.

Hospitality is also considered among the most competitive businesses in the world. Despite the widely acknowledged importance of the activity, it is one of the least studied and understood industries of the economy. mResearch to identify and investigate the relevance of novel forms of innovation for hospitality to remain competitive is still needed. Investigating and responding to this research gap is of paramount importance.

Data from this report is the result of a research project sponsored by the Ecole hôteliere de Lausanne (EHL) and the HES-SO, the University of Applied Sciences Western Switzerland. EHL is considered by the industry to be the world’s best hospitality management school. Between October 2016 and December 2017, over 2500 hotel professionals ranging from CEOs to hotel General Managers were contacted. We obtained a +/- 12% response rate. Data analysis has resulted in a series of academic articles, professional publications as well as in working papers published by EHL.

Carlos Martin-Rios, professor at the Ecole hôtelière de Lausanne, has been tracking hospitality innovation for the past three years, surveying hundreds of managers and interviewing more than 50 executives and thought leaders to produce this annual report. The key objective is to increase knowledge about the adoption of innovative practices by global hospitality businesses and to support the integration of innovation strategy into hospitality business strategy.

Despite significant progress, hospitality innovation has arrived at a crossroads. On one hand, hospitality corporate leaders in innovation remain a minority, and are unevenly distributed across geographies and ownership structures. On the other hand, a few standout companies are demonstrating that innovation can be a driver of renewal, efficiency and lasting business value. It’s one of the central dilemmas of hospitality innovation: few disagree with it in principle, but why doesn’t it happen more often?

Many independent hotel owners believe they do not have the resources to develop their own innovation strategies. Several international multibrand firms are better prepared to develop innovation strategies and to implement a variety of innovative solutions.

Short-term strategic thinking and cost-driven management practices represent hurdles to a broader implementation of innovation management in hotels.

Fortunately, the path to value creation through innovation has become substantially clearer in recent years. Based on our multi-year research on hospitality innovation, we have identified seven evidence-based factors that drive innovative business practices, regardless of size, ownership structure or region.

Future scenarios

In terms of future scenarios, hospitality firms that will invest on a range of innovations will be better suited to increase competitiveness and reduce their productivity gap. The simple adoption of technological innovations alone is not sufficient to gain competitiveness; the full benefit of those technologies is only achieved if they are accompanied by a cluster of related innovations in organization, customer and supplier relationships, and a redesign of existing business models. Still, many companies will find it difficult to get the creativity skills and innovation mechanisms they need. Companies for which innovation remains elusive will find it difficult to obtain good results and to handle the innovation requirements.

There is an excellent opportunity for a formal innovation strategy for hotels worldwide. In the short to medium term, innovation is what will determine the productivity performance and competitiveness of hospitality companies, whether independent hotels or national or multinational hotel chains. With an ever increasing pace of competition in a highly convoluted industry, the costs of inaction will be considerably higher than initially believed. The choice hotels need to make is to innovate or face the painful process of obsolescence and irrelevancy.

Innovation Startegies and Best Practices in Innovation

Hospitality innovation management is one of the most salient topics in international hospitality, tourism and travel management, both at the academic and practitioner level.

For many, innovation is equated with technology, and only scientists and engineers bring new technologies to life. Yet, innovation can occur in many avenues that have little or nothing to do with technology or science. Service firms, including hospitality firms, can and often do innovate their service offerings, customer experiences and business processes and models.

The most comprehensive and widely accepted definitions of innovation are offered by the Organization for Economic Co-operation and Development (OECD) and the U.S. Department of Commerce. These definitions make reference to complex forms of innovation. It is important to note that innovation is not necessarily successful and tied to growth. According to the Oslo Manual (OECD, Statistical Office of the European Union) innovative firms often fail to generate economic returns from their innovations.

In Peter Druker’s words “Unexpected failure may be an equally important source of innovation opportunities”. Most innovative firms, however, especially the successful ones, put in play a conscious, purposeful innovation strategy that combines different innovation practices.

According to Schumpeter’s theory of innovation, a firm’s innovation strategy and, hence, its innovation intensity covers both technological and non-technological areas. Our definition of innovation strategy in hospitality firms includes combinations of a range of innovative activities encompassing technological innovations—including service, technology and process innovations, as well as non-technological innovations—management methods, organization, strategic and marketing innovations.

Firms with a formally defined innovation strategy often attempt complex forms of innovation, which results in high innovation intensity.

Best Practices: Technological Innovation

There is a clear and positive relationship between overall high-intensity innovation strategy and high-intensity technological innovation in hospitality. Results show that technological innovations are prominent in hospitality firms. Close to 72% of executives report to have implemented a considerable proportion of innovations in the technological domain during the period 2011-2016.

In terms of organizational outcomes, firms high in technological innovation outperform firms low in technological innovation in all of the six subjective measures of performance. Particularly positive and statistically significant differences include: ROI, overall customer retention, sales growth and average bed occupancy.

Best Practices: Non-Technological Innovation

With regard to non-technological innovation, two main findings stand out. First, non-technological innovation encompasses several forms of innovation. According to the statistical results, organizational innovation is a new method in a hotel’s business practices, workplace organization, marketing strategy or business model. It aims to optimize a hotel’s performance by cutting administrative and transaction costs, increasing workplace satisfaction, accessing non tradeable assets, or reducing supplies.

Moreover, two types of non-technological innovation can be distinguished: organizational innovations and managerial innovations. Organizational innovations deal with the organizational setting of the firm and the division of labor within it, whereas management innovations involve the operations and procedures by which the firm organizes its activities (i.e., HR, information flows).

According to the degree of innovation in new service development, about a third of the companies pursue an innovation strategy that includes a high degree of new management, marketing and business model capabilities.

The following sections highlight the wide range of relationships between technology innovation and non-technological innovation in practice. In hospitality, the innovation does not necessarily relate to the novelty of the technology itself but it often lies in the non-technological areas.

Best Practices: New Innovation Practices

Although sustainability and open innovation are not part of the innovation strategy of many hospitality firms, our results illustrate how certain hospitality firms are engaging in these novel forms of redesigning the consumer experience and developing broad networks of relationships to generate innovation returns and firm performance.

There is a positive relationship between devoting resources to novel forms of innovation and the other two strategic dimensions (technological and non-technological innovation) in firms with strong innovation intensity.

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COVID-19 impact on the hospitality industry: Exploratory study of financial-slack-driven risk preparedness

The hospitality industry is regarded as one of the most affected by the consequences of COVID-19 pandemic, and the undefined persistence of the pandemic duration raises anxiety about the ability to recover from this dramatic situation. In this regard, the purpose of this exploratory study is to shed light on the COVID-19 risk preparedness of hospitality businesses, as driven by the financial slack holdings and persistence. The empirical findings confirm that their financial-slack-driven risk preparedness should be judged as relatively low. A majority of the examined hospitality businesses demonstrated low or insufficient financial slack holdings and recently have consumed their financial slack resources. Thus, the abilities of hospitality businesses to sustain the liquidity tensions that emerged after the COVID-19 outbreak are questionable. Facing this evidence, we draw conclusions about the necessary design of system interventions that could prevent bankruptcy in the hospitality industry.

1. Introduction

In the 21 st century, the world has been threatened by the risk of pandemic several times. Previous incidents, including outbreaks of the SARS and MERS coronaviruses, the avian and swine flues and very recently the Zika virus, have been perceived as severe threats to the continuity of numerous businesses, including those operating in the hospitality industry (and the whole travel and leisure-related sector). However, the current COVID-19 pandemic is unprecedented in the scale of its global impact and ‘ is affecting the DNA of hospitality at its core ’ ( Rivera, 2020 ).

At governmental levels, the COVID-19 pandemic has created an urgent need to ensure the sufficiency of healthcare systems and has led to the implementation of various intervention mechanisms directed at slowing the spread of the virus. These mechanisms imposed social distancing, bans on mass events, and numerous travel restrictions, for example, border closures. Thus, it is not surprising that travel and leisure-related industries, especially the hospitality industry, are at the top of the list of most affected branches of economies. However, slowing the virus spread prolongs the period of businesses discontinuities. In fact, it is difficult to predict the duration of the pandemic, which shifts this risk to undefined persistence and increases businesses’ anxiety.

The situation raises an important question on whether the hospitality businesses are prepared to sustain and successfully recover from the period of operating discontinuity caused by the waves of pandemic outbreak. The problem is obviously a relevant industry priority and is addressed in this study by exploring the extent of hospitality businesses’ risk preparedness from financial perspective. Facing the sudden outflow of customers and inability to generate cash inflows from sales, the hospitality businesses are exposed to high liquidity tensions, which imposes greater risk for their successful recovery. However, liquidity tensions are less problematic for firms that hold a buffer of available funds. Thus, the empirical investigation of risk preparedness performed in this study utilizes the concept of financial slack as a resource. In general, financial slack refers to uncommitted and high-discretionary liquid assets held by the company, in particular, the holdings of cash and marketable securities ( Daniel et al., 2004 ; Mishina et al., 2004 ; Bourgeois, 1981 ). In the context of risk preparedness, the buffering function of financial slack is critical; financial slack resources provide a cushion against the liquidity tensions caused by the disruptions of operating performance. In other words, the businesses distinguished by higher levels of financial slack holdings are regarded as those with better risk preparedness.

This study contributes to the existing literature on available slack holdings by exploring solely the situation of hospitality businesses. This is relevant, as prior works have confirmed financial slack holdings being related to firm and industry-specific characteristics (for an overview, see, e.g., Daniel et al. (2004) and McMahon (2006)) . Moreover, this study goes beyond the common methodical approaches that employ regression to find the determinants of liquid assets holdings. For hospitality industry such approach was adopted by Kim et al. (2011) on a sample of US restaurants or recently by Demir et al. (2019) on hospitality industries located in emerging countries. To better address the risk-preparedness context, this study expands the existing approaches, by developing a model to evaluate financial-slack-driven risk preparedness, which offers another relevant contribution. The model clusters the companies with regard to both the size of their financial slack holdings (sufficient or insufficient) and their slack behavior over time (slack consumption or slack accumulation). In this respect, this study supplements the identification of the determinants of liquid assets holdings.

This exploratory work contributes also to the existing body of literature on risk and crisis management in the hospitality industry. As pointed out by Paraskevas and Quek (2019) , the literature on risk and crisis management in travel and leisure-related industries (including the hospitality industry) has remained focused on understanding the crisis situations and on analyzing the recovery paths, often following a ‘crisis-by-case’ approach. Works that revise the recent epidemics (SARS or avian and bird flues) from the perspective of the hospitality industry confirm this statement (for instance, Chen et al. (2007) ; Chien and Law (2003) ; Wu et al. (2010) ; Chuo (2014) , and Tse et al. (2006) ). In this respect, a relevant contribution of this work is the emphasis on the relevance of liquid assets holdings in the effective recovery from disruptions, followed by the exploration of the factual recovery starting point from an industry oriented perspective. In this aspect, this paper also responds to the call for studies that help to better understand the resilience capabilities of businesses related to the travel and leisure sector and the factors that drive these capabilities. The call for this kind of research was addressed by Ritchie and Jiang (2019) and Mansfeld and Pizam (2006) , grounded in a summary of prior studies related to risk management in the travel and leisure-related industries.

In the empirical layer, the paper explores the situation of hospitality businesses that operate in four central European countries: the Czech Republic, Hungary, Poland and Slovakia. These countries are regarded as comparable on numerous dimensions of their economic performance, driven by the similar routes of the process of transformation from a command to market economy and European Union accession. These countries are also regarded as comparable in terms of the contribution of the travel and leisure sector to their GDPs and are judged as equally popular tourist destinations ( Krzesiwo et al., 2018 ). Moreover, facing the threat of the COVID-19 pandemic, the Czech Republic, Hungary, Poland and Slovakia implemented similar interventions, almost perfectly coordinated in time. Thus, the impact of the pandemic risk hit the hospitality businesses operating in these countries on a relatively comparable scale.

The remainder of this paper is structured as follows. Section 2 explains the conceptual framework of the study. In particular, it explains the assumptions of the proposed model of the analysis of financial risk preparedness, as driven by financial slack holdings and persistence. Section 3 develops research questions, whereas section 4 explains the research design and method. Section 5 presents the results and discussion. Section 6 concludes the study.

2. Conceptual framework

2.1. financial consequences of covid-19 disruptions from a hospitality business perspective.

In the 21 st century the world has been threatened several times by the risk of a global spread of an infectious disease. In 2009, the ‘swine flu’ (H1N1 virus) outbreak was first officially announced to be a pandemic by the WHO ( WHO, 2009 ). However, the hospitality industry was notably affected by the consequences of the epidemics of SARS (2002–2003), MERS (2012) in Asia, Ebola in 2013–2014 in West Africa and Zika in 2015 in Brazil and the Caribbean region ( MARSH, 2020 ). The literature related to risk management in the tourism and leisure sector has reviewed the consequences of a pandemic risk from a variety of perspectives (see, e.g., Yang et al. (2017) ; Ritchie and Jiang (2019) or Rosselló et al. (2020) for an overview). For instance, the impact of prior epidemics (SARS in particular) on travelers’ behavior and the related decline of demand in the travel and leisure sector was addressed by Kuo et al. (2008) ; Mao et al. (2010) ; McAleer et al. (2010) ; Rosselló et al. (2017) and Yang et al. (2017) . Chen et al. (2007) studied the impact of SARS on Taiwanese hotels’ stock performance, while Chien and Law (2003) examined hotel performance in Hong Kong. The problem of the impact of infectious disease spread on hotel occupancy rates was also studied by Wu et al. (2010) , following the spread of ‘swine flu’ (H1N1 virus). The impact of epidemics on various aspects of restaurant performance was addressed, for instance, by Chuo (2014) (self-protective behavior) and by Tse et al. (2006) (risk response to SARS).

The current COVID-19 outbreak, however, hit the global community on an unprecedented scale. On 31 December 2019, the first cases of the novel coronavirus disease were reported in Wuhan (China). Only two weeks later (13 January 2020), the first cases were reported outside China (in Thailand). To prevent the global spread of the virus, the Wuhan lockdown was announced 10 days later (23 January 2020), which was accompanied by travel restrictions to and from China imposed by numerous countries worldwide. However, these measures proved ineffective, and by the end of February 2020, COVID-19 has quickly spread in north Italy. Consequently, on 12 March 2020, the WHO announced the COVID-19 pandemic ( WHO, 2020 ). To limit the speed of the virus spread, numerous countries have implemented very severe measures, such as border closures and social distancing, which have in turn severely affected the whole travel and leisure industry. As of 20 April 2020, travel restrictions were introduced in 100% of worldwide destinations ( UNWTO, 2020 ).

The global lockdown and related travel restrictions have resulted in the discontinuity of operating activity of travel and leisure-related businesses worldwide. Following the recently published United Nations World Tourism Organization (UNWTO) scenarios, depending on the gradual opening of borders and limiting of travel restrictions, it is expected that in 2020, we will face a drop of 58–78% in international tourist arrivals, while international tourism receipts could plunge by 1 trillion US dollars. In the economic dimension, the overall impact in 2020 is expected to bring tremendous loss in export revenues from tourism and to place 100–120 million direct tourism jobs at risk ( UNWTO, 2020 ). These figures refer to the tourism and travel sector in general. However, as a majority of hospitality industries are tightly related to tourism arrivals, these figures also provide insight into the potential scale of the COVID-19 outbreak consequences in businesses operating in the hospitality industry. Moreover, these consequences are amplified by the social distancing measures implemented internally by the particular countries.

If we consider the impact of the COVID-19 outbreak from a risk management point of view, unique features of the pandemic risk need to be addressed. In the process of risk analysis, a common approach is to evaluate the impact of risk with reference to its probability (chance) and severity (outcomes) ( Aven, 2016 ; Oroian and Gheres, 2012 ). In the case of pandemic risk, we are able to model the severity of risk outcomes by addressing the consequences of the pandemic in terms of, e.g., number of fatalities. However, pandemic risk distinguishes with indecisive probability. Following the concept of Renn (2008) , the COVID-19 pandemic has also shown the relevance of other, less common features of risk, such as ubiquity (geographic dispersion), persistence (temporal extension of consequences), and reversibility (ability to recover after the damage). COVID-19 has spread relatively quickly around the whole globe, and it is currently impossible to reliably define its persistence. In fact, intervention strategies implemented by countries worldwide are directed at slowing the virus spread (which is relevant to the healthcare system sufficiency) and restricting human mobility, which is particularly harmful for the travel and leisure-related industries ( Linkov and Trump 2019 ). These intervention strategies, however, expand the duration of the pandemic to an undefined time interval. Finally, the COVID-19 pandemic distinguishes with questionable reversibility. The economic consequences of the virus spread and the related interventions have an impact on numerous dimensions of human activity, in particular the severe disruptions of the performance of numerous businesses, inevitably followed by bankruptcy waves, increased unemployment, and ultimately growing social concerns and anxiety. Not surprisingly, the strongest economies worldwide expect a deep economic crisis in the aftermath of the coronavirus pandemic.

Driven by the consequences of COVID-19 from a risk management perspective, in Fig. 1 , we present an illustration of the main directions of the COVID-19 outbreak impact on the performance of hospitality businesses. The presented model is framed within a breakeven-point analysis, which is essential for evaluating the rationale behind the operating activity of any business ( Brigham and Ehrhardt, 2011 ). The breakeven-point analysis remains focused on the relationship between sales revenues and total operating costs to clarify whether the business is able to produce a satisfactory operating profit margin. In this respect, the impact of COVID-19 on hospitality businesses is twofold. First, it significantly reduced the level of sales revenues due to the sudden decrease of demand and sales since the moment of businesses’ lockdown. If the businesses are allowed to return to operating activity during the pandemic, the expected sales revenues will be lower than previously expected, due to both the lower demand for hospitality services and the typically imposed restrictions that are related to the reduced number of customers. Second, during the period of discontinuity of operating activity (between the moment of lockdown until the moment of the return to operating activity), businesses need to cover their fixed costs. In the hospitality industry, these costs could be relatively high because they are related to the maintenance of the property or workforce. If the return to operating activity is possible under further restrictions, the operating costs could be even higher than previously expected and planned. In particular, new sources of costs could emerge related to the implementation of the necessary safety measures (e.g., disinfection or protection of employees). The ultimate outcome is a significant decrease in operating profit, which in turn negatively influences the profitability of the business. The discrepancy between the expected and real operating profit refers to the scale of its reduction. However, in real-life situations, these discrepancies could be far more severe, leading to operating losses.

The illustration of the main directions of the COVID-19 outbreak impact on the performance of hospitality businesses.

The period of discontinuity of operating activity is very severe because, due to reduced sales, there are no cash inflows, and at the same time, there is a necessity to pay the business’s obligations timely. This period is critical and could lead to severe liquidity tensions and bankruptcy threats. Thus, in Fig. 1 , we highlight that the period of operating discontinuity leads to the consumption of financial slack resources, if held. To better address this issue, however, we first need to explain the concept of financial slack and the interplay between financial slack holdings and risk preparedness.

2.2. Financial slack holdings and risk preparedness

Effective risk management should result in better risk preparedness by both the implementation of physical risk control measures and the preparedness of adequate financial recovery plans. The COVID-19 pandemic has shown the relevance of being financially prepared for operating activity disruptions. To a great extent, the ability to sustain and recover from the operating discontinuity is determined by the business’ ability to control the related financial consequences. In this respect, the prime source of internal aid is the holdings of financial slack resources.

In general, slack is defined as actual or potential resources held in excess of operational needs that could potentially help to sustain the business and adjust to any internal or external pressures ( Cyert and March, 1963 ; Nohira and Gulati, 1996 ; Zhong, 2011 ; Child, 1972 ; Dimmick and Murray, 1978 ; Mishina et al., 2004 ; Bourgeois, 1981 ). This definition of slack is consistent with the concept of ‘slack as a resource’ and addresses the utility of slack in the buffering (precautionary) function and in facilitating opportunities (e.g., Salancik and Pfeffer (1978) ; Baker and Nelson (2005) ; Mishina et al. (2004) ). However, according to the ‘slack as inefficiency’ view, slack is unproductive and thus costly ( Daniel et al., 2004 ; Stan et al., 2014 ; George, 2005 ; Tan and Peng, 2003 ; Bromiley, 1991 ; March and Shapira, 1987 ; Phan and Hill, 1955 ; Zhong, 2001; Almeida et al., 2002 ). Facing these two competing views, the discussion on the rationale underlying slack holdings and the optimal level of slack resources remains open in the academic debate ( Daniel et al., 2004 ; Natividad, 2013 ).

Following the ‘slack as a resource’ concept, financial slack is defined in the literature as the stock of liquid assets held by the business ( Mishina et al., 2004 ; Natividad, 2013 ). Thus, financial slack is often associated with so-called available slack, related to unabsorbed high-discretionary resources held as cash or marketable securities (the equivalent of cash) ( Nohira and Gulati, 1996 ; Bromiley, 1991 ; Beranek et al., 1995 ; McMahon, 2006 ).

Financial slack resources play a critical role in precautionary behavior, as due to its buffering function, financial slack determines the business’ risk-response abilities, if we consider liquidity tensions. Facing operating disruptions, the businesses may simply consume the holdings of financial slack to safeguard financial liquidity and dismiss the threat of bankruptcy (which was highlighted in Fig. 1 ).

In Fig. 2 , we provide a conceptual model that could support the analysis of risk preparedness driven by the buffering function of financial slack. The model merges two relevant dimensions of financial slack holdings. The first dimension is the actual size of financial slack resources as reflected by the holdings of liquid assets relative to total assets. The second dimension is related to financial slack behavior – accumulation or consumption. In the model presented in Fig. 2 , the highest degree of risk preparedness is attained by businesses that demonstrate financial slack holdings above the average levels and at the same time are distinguish by the ability to accumulate the financial slack resources over time. Accordingly, the lowest degree of risk preparedness is attained by entities that have relatively low (insufficient) slack holdings and at the same time demonstrate continuous consumption of existing financial slack holdings. The alternative situations (high holdings – consumed or low holdings – accumulated) signal moderate levels of risk preparedness ( Fig. 2 ).

Financial-slack-driven risk preparedness – conceptual heat map.

The model presented in Fig. 2 uses the traffic-light color system, which is a common color code in the illustration of risk heat maps ( Aven and Renn, 2010 ). Thus, the orange or red zones signal low risk preparedness and simultaneously a high degree of vulnerability to the consequences of businesses’ operating discontinuity, such as the liquidity tensions in the aftermath of the COVID-19 outbreak.

3. Research question development

It is beyond doubt that the COVID-19 outbreak and related lockdown has led to sudden and unexpected disruptions in operating activity of hospitality businesses worldwide. Thus, this exploratory study was designed to examine the risk-preparedness of hospitality businesses, driven by financial slack holdings and persistence, consistent with the conceptual framework presented in Fig. 2 . In this respect, this study explores the employment of financial slack in the buffering function, as a driver of precautionary behavior and as a relevant determinant of risk-response abilities.

The first research question addressed in this exploratory work is the following:

RQ 1. What is the degree of COVID-19 risk preparedness of hospitality businesses, in terms of their financial slack holdings and persistence?

This question is relevant, as the prior evidence on financial slack holdings does not provide clear guidance on the optimal level of slack and related slack behavior (accumulation or consumption). The reason is that holdings of financial slack are regarded as costly, as liquid assets are less productive ( Opler et al., 1999 ), which is consistent with the ‘slack as inefficiency’ view. However, in the risk-preparedness context, high financial slack is desirable due to its buffering function, which is consistent with the ‘slack as a resource’ view.

The problem of the tradeoff between the costs and benefits (in this buffering function) of liquid asset holdings (as financial slack resources) has resulted in numerous studies that attempted to lay foundations for theoretical and applicative concepts that could support setting the optimal level of financial slack ( Gentry, 1988 ; McMahon, 2006 ; Opler et al., 1999 ). These attempts addressed a variety of perspectives, and remained focused primarily on internally driven factors such as investment strategies, value creation abilities or conservatism of financial policies ( McMahon, 2006 ; Daniel et al., 2004 ). In this exploratory work, however, we address two issues that are critical for the development of efficient system intervention tools aimed at supporting the performance of the hospitality industry in the aftermath of COVID-19 consequences: businesses location and size. Thus, this study asks the second research question:

RQ 2. Is the degree of financial-slack-driven COVID-19 risk preparedness contingent on hospitality business’ location and size?

The business location (country) determines the most relevant drivers of the business’ operating environment. The possible contingency between the level of risk preparedness (driven by financial slack holdings and persistence) and business’ location is critical for the development of adequate system intervention tools, adjusted to these country-specific circumstances. The second item we address is the hospitality business’ size, as smaller companies are commonly regarded as more prone to the negative consequences of any disruption. Thus, smaller businesses tend to hold higher levels of liquid assets to smooth their cash flow volatility; there is empirical evidence in this regard (e.g., Ang, 1992 ; McMahon, 2006 ). The possible association between level of risk preparedness (driven by financial slack holdings and persistence) and business size is critical for tailoring the system intervention tools to the needs determined by the business’ scale of operating activity.

The third research question asked in this exploratory work addresses the interplay between financial slack holdings and a business’ performance. There is prior evidence that there is a direct association between the size of slack holdings and return on assets (ROA) or return on equity (ROE) (e.g., Smith and Kim, 1994 , and Zahra, 1996 ), which suggests that profitable firms tend to hold higher levels of financial slack. In other words, profitable businesses are able to accumulate financial slack resources over time. There is also strong evidence that there is a direct association between the size of slack holdings and borrowing capacity, captured by debt to assets ratios or liquidity ratios. Low borrowing capacity drives high financial constraints, and in these circumstances, firms are more prone to hold higher financial slack resources ( Acharya et al., 2007 ). Driven by this empirical evidence, this study explores the third research question:

RQ 3. Is the degree of financial-slack-driven COVID-19 risk preparedness contingent on hospitality businesses’ performance?

This question is relevant, as the COVID-19 outbreak has resulted in sudden discontinuity of hospitality businesses, impacting their ability to generate funds internally and negatively influencing their ability to obtain funds externally. The outbreak may also amplify the consequences of low borrowing capacity. By addressing the association of financial-slack-driven risk preparedness and the level of business profitability and borrowing capacity, the findings may potentially support the question on the desired duration of system interventions to be able to efficiently smooth the liquidity tensions of hospitality businesses.

4. Research design and method

Guided by the research questions, we designed our research as a gradual procedure, which is framed graphically in Fig. 3 . First, we clustered the hospitality businesses according to the degree of risk preparedness (with reference to the size and persistence of their financial slack holdings). Secondly, we explored whether the attained degree of risk preparedness is contingent on hospitality businesses location and size. The third stage was designed to capture the associations between the degree of risk preparedness and the performance of hospitality businesses. As liquid assets holdings are the main construct that determines the clustering scheme of risk preparedness, this stage was supplemented by the exploration of the of associations between the liquid assets holdings and the performance-related variables. Below we explain in detail the specification of the variables critical at each stage of this research procedure.

Design of empirical research.

Financial slack holdings. To determine the financial slack holdings, we followed the concept of slack as a resource ( Bourgeois, 1981 ) in its buffering function and ‘easy to recover’ approach ( Bourgeois and Singh, 1983 ). The financial (available) slack is associated with uncommitted resources that are maintained for immediate access. Thus, financial slack resources are empirically identifiable through the analysis of liquid asset holdings relative to assets (cash ratio) or alternatively by liquidity ratios or cash-inflow-based ratios ( Daniel et al., 2004 ). In this study, we follow the first approach (cash ratio); we measure financial slack holdings as the holdings of liquid assets (LQ) relative to total assets (A) ( Asimakopoulos et al., 2018 ; Combs and Ketchen, 1999 ; Bates et al., 2009 ; Kim et al., 2011 ). Liquid assets comprise cash and cash equivalents (held as short-term financial investments). Short-term investments are regarded as a ‘storage’ of liquidity and typically reflect the holdings of financial assets that could be easily and quickly converted into cash (marketable securities).

To distinguish between financial slack holders and nonholders, we compared the holdings of liquid assets relative to assets (as determined by LQ/A ratio) to the benchmark level established as the mean value of LQ/A for all companies included in the sample. This approach is justified by the observations from prior research that have confirmed the industry sensitivity to slack holdings ( Berger and Offek, 1995 ; Subramaniam et al., 2011 ). Accordingly, the mean value of liquid asset holdings relative to total assets (LQ/A ratio) was used to identify the cluster of hospitality businesses that can be distinguished by financial slack holdings above the average. To identify a cluster of the businesses distinguished by highly insufficient financial slack holdings, we additionally defined the bottom threshold equal to the first quartile of the LQ/A ratio. All businesses captured in between are regarded as a cluster of businesses of moderate financial slack holdings (see Table 1 ).

Financial slack holdings – specification of variables.

Financial slack persistence. To examine financial slack persistence, we used the data on the dynamics of the LQ/A ratio over time. In general, we classified as slack accumulators those businesses distinguished by an increase of liquid asset holdings relative to total assets (positive dynamics of LQ/A). However, to detect the persistence of financial slack accumulation over time, we analyzed the dynamics of the LQ/A ratio between 2016 and 2017 and between 2017 and 2018. Accordingly, if a business was able to increase financial slack holdings in two consecutive periods, it was assigned as a financial slack accumulator. In contrast, businesses distinguished by the negative dynamics of financial slack holdings (LQ/A) for two consecutive periods were classified as financial slack consumers. All other businesses were classified as inconclusive, as the direction of the dynamics of the LQ/A ratio was volatile in the two consecutive periods (see Table 2 ).

Persistence of financial slack holdings – specification of variables.

Risk preparedness. Further, driven by the conceptual framework presented in Fig. 2 , we defined the clustering scheme for demarcating between five degrees of risk preparedness (hereafter referred to as D_RP), based on the message behind the possible combinations of financial slack holdings and persistence. The details are presented in Fig. 4 . The cluster of very high (green zone) and high (yellow zone) risk preparedness captures the hospitality businesses of high or moderate financial slack holdings and slack accumulators or those with inconclusive persistence. The low (orange zone) or very low (red zone) clusters of risk preparedness capture the businesses of insufficient or moderate slack holdings combined with slack consumption or inconclusive slack persistence. The remaining combinations (amber zone) capture the businesses of moderate risk preparedness.

Matrix of the evaluation of the degree of risk preparedness (D_RP) – specification of clustering scheme.

Performance characteristics . Finally, to explore the associations between the degree of risk preparedness and performance of hospitality businesses, we examined the set of well-established financial ratios ( Table 3 ); see, for instance, ( Vivel-Búa et al., 2018 ; Hales, 2005 ; Brigham and Ehrhardt, 2011 ). We selected the financial ratios that are critical for monitoring the changes of companies’ borrowing capacity and profitability, as these aspects are the prime concerns in the aftermath of operating discontinuity. In general, the borrowing capacity of the business is primarily determined by its liquidity and solvency position. Accordingly, to control liquidity, we employed the current ratio of liquidity (CR), and to control solvency, we computed debt to assets ratio (D/A). Businesses distinguished by high levels of liquidity (CR) and low debt to assets ratios (D/A) demonstrate greater borrowing capacity ( Hales, 2005 ; Brigham and Ehrhardt, 2011 ). Profitability is measured with three basic ratios of return: on assets (ROA), on equity (ROE) and on sales (ROS), and by the analysis of the productivity of assets (PA). In general, higher levels of profitability ratios demonstrate better performance of the business ( Hales, 2005 ; Brigham and Ehrhardt, 2011 ). Additionally, we controlled the associations with sales revenues (SR), as the decrease of sales remains the direct consequence of the operating discontinuity.

The performance characteristics of hospitality businesses – specification of variables.

Holdings and dynamics of liquid assets are critical constructs in the clustering scheme for financial slack driven risk preparedness proposed in this study. Thus, we supplemented the empirical analysis by examining the associations between liquid assets holdings (LQ/A) and performance-related characteristics in the 2016–2018 time span. In this aspect, we follow the methodological approaches of a wide body of literature that aim at capturing the empirical determinants of cash ratio (LQ/A) by performing regression (e.g. Ozkan and Ozkan, 2004 ). For hospitality industry, regression for examining the determinants of cash ratio was applied by Kim et al. (2011) ; Ahmad and Adaoglu (2018) , or recently Demir et al. (2019) .

4.1. Data and sample selection

This exploratory study utilizes the data obtained from financial statements of hospitality businesses provided in the EMIS database (formerly known as ISI Emerging Markets, https://www.emis.com/ ). The EMIS database collects the financial entries of businesses operating in emerging markets, together with the major businesses’ demography characteristics (in this size, sector and location).

From the EMIS database, we obtained the data on the performance of the hospitality businesses operating in four countries: the Czech Republic, Hungary, Poland and Slovakia, to capture the country-effect. The reasoning behind selecting these countries was their homogeneity and comparability on several aspects relevant to this study. First, the Czech Republic, Hungary, Poland and Slovakia successfully underwent the process of transition from command to market economies and joined the European Union in 2004. As the members of the Visegrad Group (V4), these countries closely cooperate and are regarded as comparable on numerous dimensions of their economic performance ( Wyplosz, 2000 ). Moreover, these countries are perceived as equally popular tourist destinations ( Krzesiwo et al., 2018 ), in particular for winter sports, mountain walking and due to their historical heritage. Further, the percentage contribution of travel and tourism industry to GDP in these countries is relatively comparable (see the data provided in Annex, Table A1 ). Another reason for the exploration of hospitality businesses operating in V4 countries is that these countries were hit by COVID-19-related restrictions at nearly the same time, with similar interventions taken against the spread of the pandemic. The first COVID-19 infections were confirmed between the 1 st and 6 th of March, which was followed by the decision on border closures ca. 10 days later. In this respect, the hospitality businesses operating in the sampled countries were affected by the lockdown decisions and social distancing on a comparable scale. The travel restrictions should be regarded as potentially harmful for the hospitality industry in these countries, as the World Travel and Tourism Council ( WTTC, 2020 ) data for 2019 indicate a relative relevance of international spending related to tourism and travel activities in each of the sampled countries (54% in the Czech Republic, 76% in Hungary, 69% in Poland, and 51% in Slovakia).

From the EMIS database, we initially extracted data for all businesses actively operating in the period 2016–2018, providing travelers’ accommodations, lodging and other hospitality services (e.g., restaurants, other travel arrangements and reservation services). Under this request, we obtained 3290 observations (226 for the Czech Republic, 390 for Hungary, 206 for Slovakia and 2468 for Poland). Data for 2018 were the last obtainable entries. Thus, we assume that the situation observed in 2018 remained unchanged until the pandemic.

The obtained data were further verified to exclude all observations with missing or biased entries (e.g., entries for which the basic verification scheme for the balance between assets and liabilities was not maintained). The number of missing or biased records was considerably high in the subsamples of Czech and Polish hospitality businesses. Finally, we obtained a sample of 1154 hospitality businesses for further analysis of financial-slack driven risk preparedness (on non-parametric level), with complete data on slack holdings and persistence. For the empirical determinants of liquid assets holdings (cash ratio) we applied data for 2016–2018 time span, which initially offered 3436 firm-year observations. The descriptive statistics of the examined variables are provided in Annex ( Table A2 ).

The basic characteristics of sampled businesses, concerning size and location, are presented in Fig. 5 . To classify the businesses by their size, we followed the scheme recommended by the European Commission (2016) with respect to the number of employees. Accordingly, we distinguished between four business size categories: micro (employment up to 9 persons), small (employment between 9 and 49 persons), medium (employment between 50 and 249 persons) and large (employment of 250 persons or more).

The structure of sampled businesses by location (country) and size.

5. Results and discussion

5.1. financial slack holdings and persistence.

In the first stage of the empirical investigation, we conduct an entry exploration of the sampled hospitality businesses with reference to their financial slack holdings and behavior. On average, the sampled analyzed hospitality businesses hold 17.07% of their total assets as liquid assets (cash and cash equivalents), which is the mean value of the LQ/A ratio as on 2018. Holdings of liquid assets at a level higher than average was observed in 373 entities (nearly one-third of the analyzed sample, 32.3%), which defines the cluster of hospitality businesses with high financial slack resources. In the analyzed sample, there were 288 entities (25%) clustered as having insufficient slack holdings; their LQ/A ratio was below ca. 2.08% (the first quartile). All other businesses (493, or 42.7% of the analyzed sample) were classified as having moderate financial slack holdings. In Fig. 6 , we illustrate these values by placing the value of the LQ/A ratio for all observations, ranged from low values (0%) to maximum (100%). In addition, in Fig. 6 , we highlighted the mean and first quartile of LQ/A as the demarcation zones.

Holdings of financial slack in the analyzed sample of hospitality businesses.

To explore the financial slack behavior, in Fig. 7 , we illustrate the data on the dynamics of the LQ/A ratio for the analyzed sample of the hospitality businesses between 2016 and 2017 and between 2017 and 2018. These data were used to cluster the analyzed hospitality businesses in three groups based on the observed persistence of financial slack resources. In the analyzed sample of hospitality businesses, a majority (621, which is 53.8% of the observations) were captured as inconclusive, as the dynamics of liquid assets relative to assets was switching from positive to negative (330; 28.6%) or from negative to positive (291; 25.1%). However, the number of businesses identified as slack consumers (172; 14.9%) was considerably less than the number of businesses captured as slack accumulators (361; 31.3%).

Persistence of financial slack holdings in the analyzed sample of hospitality businesses.

5.2. Mapping the degree of risk preparedness (D_RP)

By combining the information on the size and persistence of slack holdings, further analysis was directed toward assigning the sampled hospitality businesses to the predefined clusters of risk preparedness. First, we analyzed the contingency between the size and persistence of financial slack holdings. A detailed contingency table is presented in Annex ( Table A3 ). The Pearson’s chi-square test confirms that there was a contingency between the holdings of financial slack and the level of financial slack persistence ( X 2 = 35.067 ; p < 0.000 ) . Data presented in Fig. 8 indicate that in the group of businesses with high financial slack holdings, the share of slack accumulators was visibly higher (41.8%) compared to the businesses with moderate or insufficient slack holdings (27.8% and 23.6%, respectively). This comparison clearly indicates that a relatively high percentage of slack holders was constantly sourcing their slack resources, by increasing the stock of liquid assets (relative to assets in total).

The contingencies between slack holdings and slack persistence.

Further, in accordance with the conceptual framework presented in Fig. 2 and methodical assumptions in Fig. 4 , we distinguished between five clusters of financial-slack-driven risk preparedness, ranging from 1 (very low risk preparedness) to 5 (very high risk preparedness). In Fig. 9 , we provide the numbers of businesses captured in each of 9 possible combinations of financial slack size and persistence, and their assignment to the given cluster of risk preparedness. In Fig. 10 , we graphically illustrate a percentage structure of hospitality businesses assigned to a given risk preparedness class. In Fig. 9 , Fig. 10 , we follow the color code consistent with the idea of heat map, moving from green (high risk preparedness), through yellow, amber, orange to red (low risk preparedness).

Number of hospitality businesses assigned to given degree of risk preparedness.

Overall structure of the degree of risk preparedness of the examined hospitality businesses.

This evidence suggests that the overall degree of COVID-10 risk preparedness of the examined hospitality businesses should be judged as relatively low (RQ1). The data clearly indicate that nearly 25% of the examined hospitality businesses fall into the cluster of very low or low risk preparedness, suggesting that one-quarter of the examined businesses are highly exposed to immediate liquidity tensions and a bankruptcy threat. The following 34% of the investigated sample was captured as having moderate risk preparedness. These businesses are also prone to liquidity tensions, as their financial slack holdings are either insufficient or recently highly consumed. A relatively positive observation is that nearly 40% of the examined businesses were captured as having good or very good risk preparedness. These businesses have maintained some flexibility during the period of operating discontinuity, as they possessed financial slack resources that could temporarily smooth the emerging liquidity tensions.

5.3. Risk preparedness and hospitality businesses’ location and size

We further explored the contingencies between the businesses’ degree of risk preparedness and their location (country of operating activity) and size to address the second research question asked in this study (RQ2). The data presented in Table 4 indicate that weak but statistically significant contingencies were observed between the degree of risk preparedness and businesses location but not their size (the Pearson’s chi-square test). The detailed contingency tables are presented in Annex ( Table A4 ) and summarized in Fig. 11 . In general, the percentage share of the hospitality businesses with high or very high risk preparedness remains comparable if we consider business size (Panel B). However, the cross-country comparisons clearly indicate that the percentage of businesses captured as having very low or low risk preparedness was relatively lower in the Czech Republic and Hungary, in comparison to Poland or Slovakia (Panel A).

Results of Pearson’s chi-square tests (contingencies between the degree of financial risk preparedness and businesses by location and size).

Notes: Statistically significant at **α = 0.01.

Structure of the degree of risk preparedness in the examined sample of hospitality businesses.

5.4. Risk preparedness and the hospitality businesses’ performance

To address the third research question asked in this study, we first explored the associations between the degree of risk preparedness (as a qualitative state) and hospitality businesses’ performance, by running non-parametric ANOVA (Kruskal-Wallis test) and establishing Rho Spearman correlations.

The Kruskal-Wallis test indicates that hospitality businesses captured in a given cluster of risk preparedness differed significantly on level of liquidity (the current ratio value). A closer analysis of mean ranks of the Kruskal-Wallis test (presented in Fig. 12 ) confirms that the businesses captured as having a higher degree of risk preparedness are distinguished by having better liquidity. This observation is also confirmed by the Rho Spearman correlation coefficient ( Table 6 ). With reference to the D/A ratio, the statistically significant differences were confirmed only between the businesses of very high (green zone) and low (orange zone) risk preparedness (with higher levels of D/A ratio observed in the cluster of low risk preparedness, which is consistent with the negative direction of Rho Spearman correlation coefficient for these variables.

Mean ranks of Kruskal-Wallis test for risk preparedness and selected performance characteristics of sampled hospitality businesses.

Notes: Statistically significant at ***α = 0.001; **α = 0.01; *α = 0.05

Rho-Spearman correlation coefficients.

Statistically significant at ***α = 0.001; **α = 0.01; *α = 0.05.

The data presented in Table 5 , indicate also that the hospitality businesses captured in a given cluster of risk preparedness degree differed significantly on their profitability – in particular, on return on assets (ROA), return on sales (ROS) and productivity of assets (PA). In the case of return on equity (ROE), statistically significant differences were observed only between the businesses of very high and low, and of moderate and low risk preparedness. The analysis of mean ranks of the Kruskal-Wallis test ( Fig. 12 ) indicates that the businesses of a greater degree of risk preparedness are distinguished by a higher level of returns or productivity of assets. The direction of these associations is also confirmed by the Rho Spearman correlations ( Table 6 ). As it can be seen in Table 6 , there is no correlation between degree of risk preparedness and sales revenues. However, the remainder profitability characteristics (return ratios ROE, ROA and ROS and productivity of assets in particular) are positively associated with risk preparedness, which indicates an indirect impact of the loss of customers and the related loss of sales revenues.

The results of the Kruskal-Wallis test (degree of risk preparedness and performance characteristics).

Notes: VH – very high risk preparedness (green zone); H – high risk preparedness (yellow zone); M – moderate risk preparedness (amber zone); L – low risk preparedness (orange zone); VL – very low risk preparedness (red zone); Statistically significant at ***α = 0.001; **α = 0.01; *α = 0.05.

In general, the results of nonparametric ANOVA show that hospitality businesses captured as having a greater degree of risk preparedness are distinguished by having better profitability and greater borrowing capacity (in particular, financial liquidity) positions. However, the long persistence of the COVID-19 outbreak consequences may lead to an evaporation of this advantage. Due to the loss of customers and related cash inflows, the storage of financial slack resources may also dry up in the better-situated hospitality businesses.

Liquid assets holdings are a main construct in the proposed clustering scheme of mapping hospitality businesses risk preparedness. In this respect, we additionally examined the determinants of liquid assets holdings as cash ratio (LQ/A). Following Kim et al. (2011) who studied cash ratio determinants for US hospitality industry, we applied WLS (weighted last square) regression as it can properly handle the problem of heteroskedasticity in cross-firm regressions. By applying the Breusch-Pagan test, we confirmed the heteroskedasticity (p < 0.000). Prior to estimating the WLS regression model, we established the pair-wise Pearson correlations between the variables (see Table 7 ).

Pearson correlation coefficients.

Notes: the performance characteristics in natural logarithm.

In general, liquid assets holdings (LQ/A) is positively correlated with productivity of assets (PA) and current ratio of liquidity (CR), and negatively correlated with debt to assets ratio (D/A), which is consistent with the prior observations on the relationships between degree of risk preparedness and the performance characteristics on non-parametric level.

Table 8 provides the results of WLS regression for the performance characteristics as the determinants of liquid assets holdings in hospitality businesses. The adjusted R-square value indicates that the model explains about 58,4% of the variation of liquid assets holdings in hospitality businesses. Following Kim et al. (2011) we performed two diagnostic tests to ensure there is no multicollinearity in our WLS regression model (VIFs < 10) and no autocorrelation which may occur with cross-time observations (Durbin-Watson statistics of 1.912. which indicates no serial correlation zone).

WLS regression model for determinants of liquid assets holdings.

Notes: The dependent variable LQ/A; all variables in natural logarithms.

Statistically significant at ***α = 0.001.

In general, the results of WLS regression are consistent with prior observations that businesses of higher profitability tend to hold more liquid assets. The sales-related characteristics (SR, PA, ROS or ROA) exert a positive impact on liquid assets holding in our model. This confirms that the sudden decline of sales revenues in the aftermath of pandemic may result in the inability to source the liquid assets holdings. There is also a relationship between the level of liquidity (CR) and liquid assets holdings, that suggests that the greater liquidity and the related borrowing capacity is stronger in hospitality businesses that distinguish with higher liquid assets holdings. The model found a positive association between the debt to assets ratio (D/A) as another indicator of borrowing capacity, which suggests that more financially constrained companies tend to hold more liquid assets. This is consistent with prior observations by Ferreira and Vilela (2004) , although the literature evidence is inconclusive ( Demir et al., 2019 ).

6. Concluding remarks

This study was designed to explore the degree of hospitality businesses’ risk preparedness for the consequences of COVID-19. The hospitality industry is undoubtedly one of the most severely affected by the coronavirus pandemic, as due to the system interventions taken against the spread of the disease, hospitality businesses were exposed to the severe consequences of operating discontinuities. This study explored these consequences from risk and financial management points of view by focusing on liquidity tensions in the aftermath of customer outflows and the related ability to sustain this critical situation and successfully recover from disruptions. The investigations explored the hospitality businesses’ risk preparedness as driven by financial slack holdings and persistence. The analysis has led to several conclusions that may potentially support the design of effective system interventions, as well as to enhance better managerial decisions on response and recovery routes.

6.1. Policy implications

Using sample data from hospitality businesses operating in four central European countries (Czech Republic, Hungary, Poland and Slovakia), the exploration has shown that the degree of financially driven risk preparedness is relatively low. The empirical analysis has confirmed that a low or very low level of risk preparedness was observed in the cases of approximately 25% of the analyzed hospitality businesses. These data indicate that one-fourth of the businesses are unable to sustain the immediate liquidity tensions that emerged shortly after the COVID-19 outbreak and thus are highly prone to bankruptcy. Moderate risk preparedness was observed in the case of a further 34% of the examined businesses. Thus, in general, nearly 60% of the examined businesses are vulnerable to the consequences of operating disruptions. This empirical evidence shows that there is an urgent need to implement hospitality industry-tailored solutions that could prevent consequences from the liquidity shortfalls.

This empirical evidence has shown that the degree of financial-slack-driven risk preparedness of the examined hospitality businesses was contingent on businesses location. It suggests that the design of system interventions directed at smoothing the liquidity tensions in the hospitality industry should be adjusted to the country-specific circumstances. The analysis performed in this study also indicates that the degree of risk preparedness is not contingent on the hospitality businesses’ size. Thus, possible intervention mechanisms should be equally weighted for all businesses, regardless of their size. These findings also indicate that the liquidity tensions faced by hospitality businesses in the aftermath of the COVID-19 pandemic may potentially hit businesses of different size on a similar scale.

6.2. Managerial implications

The study resulted in some observations relevant from the managerial perspective. In general, it was found that businesses captured as having a higher degree of risk preparedness were distinguished by having better profitability and borrowing capacity (in particular, liquidity position). These findings suggest that the businesses that currently demonstrate low and very low risk preparedness for sustaining the COVID-19 outbreak are far more exposed to the consequences of customer outflow (and the associated decrease in related revenues and profits) and the intensification of existing liquidity tensions. Managers who identify their individual businesses as of low risk preparedness should demonstrate a greater concern over controlling their operating costs and anticipating the potential difficulties in obtaining additional funding, if constrained. In these circumstances, managers should carefully consider the available system-level aid that could enhance the sustainability of their businesses. Finally, as particularly exposed to the bankruptcy threat, these businesses shall tightly monitor the innovations implemented by their competitors, to diminish the scale of customers outflow.

Facing the indecisive persistence of the COVID-19 pandemic, the situation may also significantly worsen in the group of hospitality businesses that currently demonstrate a relatively high or very high level of financial-slack-driven risk preparedness, as the COVID-19 pandemic is very influential on profitability and borrowing capacity. In this respect, the managers of the hospitality businesses that were able to safeguard the buffer of liquid assets shall be aware of the fragility of their competitive advantage. We observe that the countries manage with the persistence of pandemic, demonstrated by the consecutive waves of growing number of infections, by imposing some restrictions that affect the performance of hospitality industry. This study has shown that the restoration of slack holdings is particularly associated to the profitability or productivity of assets, which is driven by the ability to generate sales revenues. In this respect, the managers of the currently relatively well-suited businesses need to demonstrate prudential approach in their decision making.

6.3. Limitations and further research

The main limitation of this study is that due to the nature of the explored dataset, it reviews the risk preparedness observed at a single time point (end of 2018). This limitation has required the assumption that the contingencies observed as of the end of 2018 remained unchanged in the pre-COVID-19 period (end of 2019). Thus, further empirical investigations are required to confirm these observations as the data for 2019 are obtainable.

Another limitation of this study is the sample that explored the situation of hospitality businesses operating in four central European countries (Czech Republic, Hungary, Slovakia and Poland). Although the sample is homogeneous in the aspects relevant to this study, further inquiries will be made to verify the financial-slack-driven risk preparedness of hospitality businesses operating in other countries (in particular, those where the hospitality industry significantly contributes to the economy). The methodological approach developed in this study is supportive in this respect.

The findings of this exploratory work are also relevant for further inquiries addressing the details of system intervention mechanisms directed at limiting the negative consequences of the COVID-19 pandemic. Shortly after the COVID-19-related lockdown, the governments of some countries have implemented measures aimed at supporting entrepreneurs in mitigating the economic impact of the pandemic by addressing possible liquidity tensions. These measures embraced various solutions that support the maintenance of employees, loan instruments, deferral of loan repayments, and the release of taxation and social security obligations. However, there is a need to verify whether these overall intervention mechanisms were designed appropriately to meet the specific situation of hospitality industries, including in the temporal dimension.

This exploratory study also provides background for further research endeavors directed at a detailed analysis of the actual situation in the post-COVID-19 reality. In particular, further research will inevitably revise the scale of bankruptcy waves of hospitality businesses as liquidity tensions potentially emerge as one of the leading drivers. Moreover, by revising the situation of the hospitality businesses that were able to survive the COVID-19 consequences, in comparison to the disrupted ones, further studies may address the drivers of the successful recovery paths.

Acknowledgements

I gratefully acknowledge the insightful remarks and comments provided by the anonymous Reviewers and the Editors of the Special Issue.

Contribution of travel and tourism industry to GDP in the examined countries.

Descriptive statistics of the examined variables.

Notes: Descriptive statistics for variables as on 2016–2018 time span.

Contingencies between financial holdings and persistence.

Contingencies between financial slack persistence and businesses’ location and size.

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130+ Hospitality Research Topics: Great Ideas

A research paper is mandatory for all students to graduate from a course, including hospitality courses. Research in the hospitality industry can be easy if you have the right topic. So, one of the first things you should prioritize before starting your hospitality research is finding an excellent topic.

Great Hospitality Industry Research Topics

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A good topic for research in hospitality will serve as the foundation for your paper. It will also attract readers and trigger interest in your paper. Are you looking for a research title in the hospitality industry that guarantees a top grade? Check out the following examples in this article:

Research topics on the hospitality industry should focus on the key and hot topics faced in the sector. Here is a list of research titles for hotel and restaurant management:

• The origin and meaning of the word hospitality
• How different cultures view hospitality
• An in-depth look into the impacts of the COVID pandemic on the hospitality sector
• Hospitality and tourism: what is the link?
• Hospitality and hotel management: a comprehensive analysis
• The role of hospitality in the tourism sector
• Essential elements of the hospitality sector
• A strategic analysis of the hospitality sector in your country
• Etiquette in the hospitality sector
• Hospitality industry wages: what is fair?

An argumentative essay topic should state your opinion on a subject so you can argue it in the essay. Some argumentative essay topics on the hospitality industry are:

• Travel bans triggered by the COVID pandemic negatively impacted the hospitality sector
• The impacts of global trends on the hospitality sector
• Hospitality ethics: an in-depth analysis
• The relationship between a host and guest about hospitality
• The contributions of the hospitality sector to global economic growth
• Sustainability as a global trend in the hospitality sector
• The development of sustainability in the hospitality sector
• Challenges encountered by the hospitality sector in the 21 st century
• Technology as a tool for change in the hospitality sector
• Hospitality in Christian and Islam culture

Creativity is a vital element when choosing a research topic. It will make your essay stand out and attract readers. Here are some great examples of research topics about hospitality management and their reasons:

• Qualities of an effective hotel manager
• How customer service can influence the quality of hotel management
• Full-service vs. limited-service hotels: the difference in their hotel management
• How large hotels conduct revenue management
• Hotel management in European nations
• How can hotel management impact an establishment’s success?
• Financial accounting is a critical part of hotel management
• Hotel management: a comprehensive overview
• The impact of the internet on hotel management
• The role of hotel management on guest satisfaction rates

You should always find social media research topics for your hospitality research paper. Check out the following hospitality research topics:

• The impact of social media on the hospitality sector
• How companies in the hospitality sector take advantage of the power of the internet
• The social media influencer trend and its impact on the hospitality sector
• How hospitality practitioners use the internet to enhance their services
• Hospitality training and the internet
• Technology as a tool for hospitality training
• The role of the internet in hospitality diversification
• Social media and its impact on hospitality diversification
• Strategic ways for hospitality companies to take advantage of technology and the internet
• Social media and hospitality: the correlation

An excellent research title can play a vital role in earning good grades. Find a sample of a thesis statement about social media and more titles about hospitality management below:

• What is the role of a hotel manager
• Types of hotel managers in large establishments
• Core issues in the hospitality management sector
• Salary expectations for hotel managers
• The core roles of facility managers in the hospitality sector
• Hospitality as a virtue independent of the hospitality sector
• Factors that prevent hospitality managers from providing effective services
• Hotel marketing management: a comprehensive assessment
• Hotel revenue management: a comprehensive assessment
• Hotel management in your country

Tourism and hospitality often go hand in hand. So, you can cover the two elements in your research paper if you have an ideal topic that brings these concepts together. Check out the following research topics for STEM students :

• The tourism and hospitality sector after the coronavirus pandemic
• The long-term effects of travel bans on the tourism and hospitality sector
• What is the way forward for the tourism and hospitality sector after the pandemic?
• Online tourism: an in-depth analysis
• Advances in the tourism and hospitality sector
• Social advancing and tourism management: a comprehensive overview
• Medical tourism: an analysis
• Impacts of social media on the tourism and hospitality sector
• Impacts of government regulations on the tourism and hospitality sector
• The impacts of natural hazards on the tourism and hospitality sector

Sustainability research topics are critical for all tourism and hospitality students. Find research topics and ideas for tourism students related to sustainability below:

• Sustainability in the tourism sector
• Tourism sustainability: perspectives of guests and practitioners
• Sustainable tourism as a tool for heritage and culture preservation
• A study of sustainable tourism in mountainous destinations
• The practice of sustainable tourism in island destinations
• Challenges encountered in sustainable tourism
• The impacts of sustainable tourism on the digital world
• Sustainable tourism efforts for disaster prevention
• The impacts of the pandemic on sustainable tourism
• How is sustainable tourism measured?

A creative research title will show your reader what to expect from the rest of your paper. It creates a good first impression. Find a good thesis title or professional thesis writer about the hospitality industry below:

• Tourism marketing and sustainable tourism: an in-depth study
• Hospitality and tourism in emerging economies
• The correlation between ecotourism and sustainable tourism
• The impacts of politics in the hospitality sector
• An evaluation of local tourism and hospitality sectors
• The profitability of the hospitality sector
• How governments can improve their hospitality sectors
• The effect of local communities on the hospitality and tourism sector
• Sustainability is a critical trend in the hospitality sector
• A comparative analysis of the hospitality sector in the US and Europe

Hotel and restaurant management are significant topics in the Philippines. So, writing a good essay on these topics can come in handy for your academic performance. Find a good research title about hotel and restaurant management below:

• Hotel and restaurant management ethics in the Philippines
• Hotel and restaurant management laws in the Philippines
• Why should hotels invest in restaurants?
• The concept of perverse hospitality in the Philippines
• Hotel and restaurant management salaries in the Philippines
• The role of the Philippino government in hotel and restaurant management policies
• Strict hotel and restaurant management policies in the Philippines
• Smoking bans in hotels in the Philippines
• Fair wages in the hotel and restaurant management sector in the Philippines
• The concept of hospitality in Philippino hotel and restaurant management

Students studying social sciences can write research papers on hospitality management because these subjects are related. Find a research topic about hospitality management that covers social issues below. All social issues research topics are actionable.

• Hospitality training for hotel workers
• Flight attendants and hospitality: an overview
• How to conduct hospitality training for flight attendants
• How hotel managers can maximize profits in the hospitality sectors
• Challenges experienced in hospitality management
• Barriers to success in hospitality management
• The value of the hospitality sector for the global economy
• Hospitality management and augmented reality: an in-depth overview
• Safety precautions in hospitality management since the CORONA pandemic
• How local governments depend on the hospitality sector

The hospitality management sector and the economy industry often influence each other. So, you can write a paper that explains their link. Here are some economic research paper topics in hospitality management:

• How hospitality economics impact overall country economics
• How the hospitality sector can improve their profits
• Challenges hindering the hospitality sector from growth
• Hospitality laws and profitability: the correlation
• The best ways the hospitality market can improve their finance management
• Finance management in hospitality: an overview
• Personalization as a tool for promoting growth in the hospitality sector
• Countries that benefit the most from the hospitality sector
• Inbound tourism: its impact on the global economy
• Tourism and hospitality as tools for economic growth

Hospitality management is a popular course; all students must complete a research paper to graduate. So, you ought to be creative with your paper, especially the title, so it does not look like anyone else’s. Let us look at some excellent hospitality management thesis topics:

• The best tourist attractions
• Tourism management perceptions according to various cultures
• Diverse views of hospitality management
• Can hospitality management be taught?
• An in-depth look at ways hospitality management can be trained
• Hospitality management training for restaurant workers
• Key elements in hotel management
• How hotel management can influence its customer satisfaction rates
• How many managers should a hotel have
• Management and hospitality: a comprehensive guide

The hospitality management sector is prone to many changes. So you can easily find a current topic for your research paper. As you check out the hospitality thesis topics highlighted below, take some time to read about anatomy research paper topics .

• How competitive is the hospitality management sector?
• Causes of the high turnover in the hospitality sector
• Strategies that guide management organizations in the hospitality
• Hospitality management in Australia
• How the hospitality sector does employee management
• Basic training elements for hospitality management
• What type of training do hospitality management practitioners go through?
• The value of hospitality management
• Changes in hospitality management brought about by the internet
• How online reviews influence the hospitality management sector

Choosing the right topic is the first step to writing a good research or thesis paper in hospitality management. However, many students struggle to prepare quality research papers. If you are one of such students, worry not because we have got you covered.

You can trust us with your research paper writing needs. Our writers will help you create a paper that matches your quality topic to earn you excellent grades. Contact our writers today and get your quality research paper in no time. Feel free to read more on biochemistry topics .

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State of the Market Report – A Focus on the Hospitality Industry

Produced by: Amwins

Format: Special Report

Published: April 19, 2024

Topics: Hospitality

The hospitality industry reached what it considers full recovery in 2023, with revenue per available room (RevPAR) exceeding pre-pandemic levels from 2019. And there is growing optimism that this positive performance will continue through 2024 as inflationary pressures have eased, supply chain issues are diminished and the labor market remains stable. On the flip side, the rise in claims persists with social inflation driving not only liability rate increases but a tightening in underwriting guidelines.

In this report:

• Limitations and Exclusions
• Parametric Structures for Hospitality Accounts
• The Importance of Risk Management Programs

Thank you to Amwins for making this report available to Claims Journal readers.

Special Report

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New Research

Status and scope of project management in the hospitality industry

International Hospitality Review

ISSN : 2516-8142

Article publication date: 28 October 2019

Issue publication date: 14 November 2019

Project management is an essential skill in the hospitality organization that is only becoming more important ( Tereso et al. , 2019 ). Bridging the gap between academia and industry is achievable by experiential learning or providing students with curriculum that gives them hands-on access to real-world industry research projects that attempt to solve real-world industry issues ( Steed and Schwer, 2003 ). The purpose of this paper is to understand the scope of project management curriculum in universities’ hospitality programs, to understand the scope of project management skill requirements in hospitality firms and to narrow the disconnect between project management in academia and in hospitality firms.

Design/methodology/approach

The study used a mixed method approach. On the side of academia, a quantitative collection method was used to gage which universities offered a project management course, how many universities offer these courses and how many project management courses each university had. On the side of industry, a survey was administered to industry professionals in senior management positions. It was a quantitative survey designed to gage the importance of having project management as part of university curriculum. The aim was to show what was expected to be a disconnect between the two sides – academia and industry. A total of 57 responses were collected. Out of them 49 were usable. The Human Subjects consisted solely of two populations: individuals who worked in the hospitality industry. This accounted for 12 of the responses; individuals who worked in academia – more specifically in higher education at schools that offer Hospitality Management curriculum. This accounted for 37 of the responses. The subjects were identified and recruited through the professional networking site LinkedIn (for subjects that were industry professionals) and through both LinkedIn and American Hotel Lodging and Educational Institute databases for the subjects in academia. There were no direct potential benefits to the subject. The potential societal benefits of the study were the advancement of knowledge within the disciplines of both Hospitality Management and Project Management. The authors used the University of Memphis’ Qualtrics system and changed settings to anonymize responses so IP addresses would not be collected. The Qualtrics’ default is to collect IP addresses and GPS coordinates of those who responded. By setting the survey to anonymized responses the investigators were not able to collect this identifiable information. This information was included in the confidentiality, methods/procedures and in any other necessary sections/documents noting that the investigators would set Qualtrics to anonymize responses.

H1 was supported. The findings showed that most colleges and universities did not require project management classes for degree completion. Preliminary research showed that of 68 of the top hospitality programs in the world that were researched, only 7.5 percent required taking project management centric courses in order to graduate ( College Choice, 2019 ; The Best Schools, 2019 ; Top Universities, 2018 ). In total, 43.2 percent of respondents answered “yes” when asked if their school offers courses in project management based on this definition of project management: “A project is temporary in that it has a defined beginning and end in time, and therefore the defined scope and resources. And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. A project team often includes people who do not usually work together – sometimes from different organizations and across multiple geographies. Project management, then, is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirement” (Project Management Institute) (See Table A1). Of 43.2 percent that answered yes, 64.3 percent said that the courses were required for graduation (See Table AII). Meaning, only 27.8 percent of schools surveyed offered and required completing project management courses for graduation. It should be noted that this number may be lower as bias may have played a factor. It is evident that hospitality programs understand the importance of project management because 85.7 percent of the colleges and universities surveyed are teaching project management concepts in courses that are not project management centric, like Meeting and Event Planning (See Table AIII). H2 was supported. Only 9.1 percent of respondents believed that project management skills are not at all important to line level employees. Most, 54.6 percent, believed that project management skills are important to some extent for line level employees. In total, 9.1 percent believed that project management skills are not at all important for supervisory level employees; 27.3 percent believed they are needed to some extent and 36.4 percent believed they are needed to a moderate extent. As for management level employees, it was found that 63.6 percent believed project management skills were needed to a great extent. For director level employees, 63.6 percent believed project management skills are necessary. Finally, 72.7 percent of respondents believed project management skills are necessary for both VP level employees and executive leadership (See Table AIV). It should be noted that one person did not believe themselves qualified to answer questions regarding project management within their organization. More than half of respondents said that project management skills are used to a great extent within their organization. H3 was not supported. Both hospitality schools and hospitality companies agreed that project management skills have some level of importance in academia and in industry – most believed the skills were very important at both junctions (See Tables AV and AVI). However, in the preliminary research the authors found that 55 percent of the top 111 hospitality companies had project management positions, meaning that there was a potential need for project management courses in colleges and universities ( Ranker, 2019 ). As stated earlier, only 7.5 percent of the top 68 colleges and universities required project management courses to be completed upon graduation. So, the discrepancy lies within the vastly different percentages between project management positions within companies and project management courses within schools.

Research limitations/implications

The data provided strong evidence that supported the idea that project management is not required in hospitality programs upon completion. This opens new avenues to research the reasons behind schools not offering project management courses or making it a requirement for degree completion. On the other hand, project management skills are considered to be needed by hospitality managers. This provides valuable information for future studies that look to close the gap between academia and industry. The results indicated that project management is important for hospitality companies and schools, but the lack of project management education in colleges and universities is evident. The results of this study provided good news to students that aim to work in hospitality companies, since they can improve their project management skills and encourage their programs to stay updated with the industry needs so that they can succeed in their professional lives. Though this was an exploratory study of the project management discipline within the hospitality industry – with a limited sample size – the data clearly justified that there is room for additional data collection and research in this area of study.

Practical implications

The results show that there is a disconnect between project management curriculum in schools and project management skill demand in the hospitality industry. The research should encourage schools to invest appropriate resources into required project management curriculum. The hospitality industry is vast in the types of businesses that fall under it. Project management is one skill set that can be useful across most of the different businesses in the hospitality industry. From a practical standpoint, providing students with a solid background in the project management discipline provides them an advantage in the highly competitive hospitality industry. It accomplishes this by providing the students with in-demand knowledge and competencies that are both universally accepted and highly regarded by hospitality management companies as a skill set that is widely used in the industry.

Social implications

There were limitations to this study. Some pieces may be improved in future research. The Qualtrics survey could have been reduced in number and order of questions for a better interaction and results. The use of the Qualtrics database might be helpful to reach a bigger population. Potential steps could be taken to reduce bias that may play a factor in the responses. For example, some respondents may have claimed that their schools offer project management curriculum when in fact they do not, or they do not know to what extent.

Originality/value

Project management is an essential skill in the hospitality organization that is only becoming more important ( Tereso et al. , 2019 ). Bridging the gap between academia and industry is achievable through experiential learning or providing students with curriculum that gives them hands-on access to real-world industry research projects that attempt to solve real-world industry issues ( Steed and Schwer, 2003 ). Most graduate level curriculum at universities was found to hone skills like written and oral communications, problem solving and decision making, organization, time management and cost control ( Steed and Schwer, 2003 ). It has been suggested that universities add project management curriculum and experiential learning to their programs for a more streamlined transition from academia to industry ( Steed and Schwer, 2003 ). Existing research on this subject is a bit dated, so the objectives were: to understand the scope of project management curriculum in universities’ hospitality programs; to understand the scope of project management skill requirements in hospitality firms; to narrow the disconnect between project management in academia and in hospitality firms.

• Hospitality industry
• Project management

Rengel Jara, E.V. , Babb, J.W. and Flohr, T.M. (2019), "Status and scope of project management in the hospitality industry", International Hospitality Review , Vol. 33 No. 2, pp. 142-149. https://doi.org/10.1108/IHR-09-2019-0016

Emerald Publishing Limited

Copyright © 2019, Eduardo Vicente Rengel Jara, Jackson Wayne Babb and Timothy Marshall Flohr

Published in International Hospitality Review . This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial & non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

1. Introduction

It is paramount that colleges and universities provide classes and curriculum that teach the necessary skills students need to succeed in their respective industries ( Dressler et al. , 2011 ). The National Leadership Council for Liberal Education and America’s Promise (LEAP) has categorized the four essential learning skills for global industries ( Dressler et al. , 2011 ). They are integrative learning, knowledge of human cultures and the physical and natural world, intellectual practical skills, and personal and social responsibility ( Dressler et al. , 2011 ). Universities now must ensure that their curriculum is fostering an environment that promotes these skills and one way to do this is through experiential learning ( Dressler et al. , 2011 ).

To understand the scope of project management curriculum in universities’ hospitality programs.

To understand the scope of project management skill requirements in hospitality firms.

To narrow the disconnect between project management in academia and in hospitality firms.

2. Literature review

Providing relevant education is a concern that has been growing in the last few decades ( Dressler et al. , 2011 ). In the 1990s, governmental documents were created in different countries with the aim of providing a guideline to educational institutions about the skills required by the hospitality industry ( Dressler et al. , 2011 ). The Association of American Colleges and Universities created the LEAP in 2006 to address the issue of how students should be prepared in college in order to thrive in today’s world ( Dressler et al. , 2011 ).

Project management curriculum in most colleges’ and universities’ hospitality programs will not be required for hospitality degree completion.

Hospitality managers deem project management skills as needed in most work levels of the hospitality industry.

Hospitality companies will view project management skills as more important in industry than hospitality schools view project management skills in academia.

3. Methodology

The study used a mixed method approach. On the side of academia, a quantitative collection method was used to gage which universities offered a project management course, how many universities offer these courses and how many project management courses each university had. On the side of industry, a survey was administered to industry professionals in senior management positions. It was a quantitative survey designed to gage the importance of having project management as part of university curriculum. The aim was to show what was expected to be a disconnect between the two sides – academia and industry.

Individuals who worked in the hospitality industry. This accounted for 12 of the responses.

Individuals who worked in academia – more specifically in higher education at schools that offer Hospitality Management curriculum. This accounted for 37 of the responses.

There were no direct potential benefits to the subject.

The potential societal benefits of the study were the advancement of knowledge within the disciplines of both Hospitality Management and Project Management.

We used the University of Memphis’ Qualtrics system and changed settings to anonymize responses so IP addresses would not be collected. The Qualtrics’ default is to collect IP addresses and GPS coordinates of those who responded. By setting the survey to anonymized responses the investigators were not able to collect this identifiable information. This information was included in the confidentiality, methods/procedures and in any other necessary sections/documents noting that the investigators would set Qualtrics to anonymize responses.

H1 was supported. Our findings showed that most colleges and universities did not require project management classes for degree completion. Preliminary research showed that of 68 of the top hospitality programs in the world that were researched, only 7.5 percent required taking project management centric courses in order to graduate ( College Choice, 2019 ; The Best Schools, 2019 ; Top Universities, 2018 ). In total, 43.2 percent of respondents answered “yes” when asked if their school offers courses in project management based on this definition of project management: “A project is temporary in that it has a defined beginning and end in time, and therefore the defined scope and resources. And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. A project team often includes people who do not usually work together – sometimes from different organizations and across multiple geographies. Project management, then, is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirement” (Project Management Institute) (See Table AI ). Of 43.2 percent that answered yes, 64.3 percent said that the courses were required for graduation (See Table AII ). Meaning, only 27.8 percent of schools surveyed offered and required completing project management courses for graduation. It should be noted that this number may be lower as bias may have played a factor. It is evident that hospitality programs understand the importance of project management because 85.7 percent of the colleges and universities surveyed are teaching project management concepts in courses that are not project management centric, like Meeting and Event Planning (See Table AIII ).

H2 was supported. Only 9.1 percent of respondents believed that project management skills are not at all important to line level employees. Most, 54.6 percent, believed that project management skills are important to some extent for line level employees. 9.1 percent believed that project management skills are not at all important for supervisory level employees. In total, 27.3 percent believed they are needed to some extent and 36.4 percent believed they are needed to a moderate extent. As for management level employees, it was found that 63.6 percent believed project management skills were needed to a great extent. For director level employees, 63.6 percent believed project management skills are necessary. Finally, 72.7 percent of respondents believed project management skills are necessary for both VP level employees and executive leadership (See Table AIV ). It should be noted that one person did not believe themselves qualified to answer questions regarding project management within their organization. More than half of respondents said that project management skills are used to a great extent within their organization.

H3 was not supported. Both hospitality schools and hospitality companies agreed that project management skills have some level of importance in academia and in industry – most believed the skills were very important at both junctions (See Tables AV and AVI ). However, in our preliminary research we found that 55 percent of the top 111 hospitality companies had project management positions, meaning that there was a potential need for project management courses in colleges and universities ( Ranker, 2019 ). As stated earlier, only 7.5 percent of the top 68 colleges and universities required project management courses to be completed upon graduation. So, the discrepancy lies within the vastly different percentages between project management positions within companies and project management courses within schools.

5. Conclusion

The results found in this research are noteworthy in terms of theory and practice.

5.1 Academic implications

5.2 practical implications, 5.3 limitations.

Based on the above definition (from the Project Management Institute), does your school offer courses in Project Management?

Is the project management class a required or elective course within your program?

Do you teach project management concepts in classes that are not project-management centric?

At what level are project management skills needed at the following work levels?

How important do you think project management skills are within the hospitality industry?

How important do you think project management is to students in hospitality schools?

Definition of project management

A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources.

And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who do not usually work together – sometimes from different organizations and across multiple geographies.

Project management, then, is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements.

College Choice ( 2019 ), “ Best hospitality management degrees ”, available at: www.collegechoice.net/rankings/best-hospitality-management-degrees/ (accessed March 13, 2019 ).

Dressler , S. , Cerdercreutz , K. and Pacheco , A. ( 2011 ), “ Strengthening curriculum through student learning outcome assessment in experiential learning ”, Journal of Hospitality & Tourism Education , Vol. 23 , doi: 10.1080/10963758.2011.10697005 .

Nath , R. and Raheja , R. ( 2001 ), “ Competencies in hospitality industry ”, Journal of Services Research , Vol. 1 No. 1 , p. 25 , available at: http://search.ebscohost.com.ezproxy.memphis.edu/login.aspx?direct=true&db=bth&AN=9893635&site=ehost-live (accessed March 3, 2019 ).

Ranker ( 2019 ), “ Ranker ”, List of Hospitality Companies, March 1, available at: www.ranker.com/list/hospitality-companies/reference (accessed March 19, 2019 ).

Steed , E. and Schwer , K. ( 2003 ), “ Executive committee skills and completing the learning cycle in hospitality education ”, Journal of Hospitality & Tourism Education , Vol. 15 , No. 1 , pp. 43 - 50 , doi: 10.1080/10963758.2003.10696759 .

Tereso , A. , Ribeiro , P. , Fernandes , G. , Loureiro , I. and Ferreira , M. ( 2019 ), “ Project management practices in private organizations ”, Project Management Journal , Vol. 50 No. 1 , pp. 6 - 22 , available at: https://doi.org/10.1177/8756972818810966

The Best Schools ( 2019 ), “ The 30 best hospitality programs in the United States ”, February 7, available at: https://thebestschools.org/rankings/best-hospitality-degree-programs/ (accessed March 3, 2019 ).

Top Universities ( 2018 ), “ World university rankings hospitality & leisure management ”, available at: www.topuniversities.com/university-rankings/university-subject-rankings/2018/hospitality-leisure-management (accessed February 24, 2019 ).

Further reading

Project Management Institute ( 2019 ), “ What is project management? ”, available at: www.pmi.org/about/learn-about-pmi/what-is-project-management

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Top 200 Hospitality Research Topics and Ideas

Table of Contents

If you are pursuing a degree in hospitality courses, then to obtain graduation, definitely during your final semester, you will have to submit a thesis on any hospitality research topic. Since hospitality is a vast field of study, it might be challenging to identify a good research topic on it. So, for your convenience, in this blog post, we have presented a list of 200 outstanding hospitality research paper topics on different themes related to the subject. Continue reading to gain a wide range of hospitality research ideas. Also, from here, get to know about the preparation of hospitality research papers.

What is Hospitality?

Hospitality means offering a warm or friendly welcome to visitors and guests. On this planet, hospitality is one of the dynamic industries where innovation and technology are used to improve the experience of the guests. The hospitality and tourism industry majorly encloses all the activities that are associated with travel and tourism. Primarily, the hospitality sector includes

• Hotels & Resorts
• Night Clubs & Bars
• Restaurants & Catering
• Travel & Transportation
• Cruise Liners and bus tours
• Events (Private, Business, Cultural & Sports)
• Spas & Wellness

Hospitality management or hotel management is a vast field that deals with managerial activities in the hospitality industry. The ultimate aim of the hospitality industry is to satisfy customers by offering the best services. Hence, to improve customer satisfaction, the industry requires a lot of skills, creativity, and the help of technology. Also, to build unique strategies for attracting customers, various research and analysis activities are conducted in the hospitality industry.

Hospitality Research Paper Writing

A hospitality research paper is an academic paper that focuses on any topics that are related to hospitality. For writing a research paper, first, you should identify a good topic. During topic selection, make sure to pick a topic that matches your interest. The research topic should not be too broad or too narrow.

If the topic is too broad, narrow it down and focus only on a particular theme. You can select either a topic or a subtopic for discussion, but it should have a strong thesis statement. Remember, all the main points related to the research statement should be explained with supporting facts.

Like other academic papers, the hospitality research paper you prepare should also be well-structured and informative. When writing a hospitality research paper, include the following elements.

Introduction: It is the opening paragraph of the paper. In the introductory paragraph, you should mention brief background information on the topic and thesis statement .

Literature review: In this section, you should discuss the theoretical framework and the sources you have used to research and write the paper.

Research Methodology: Here, you should list and explain all of the methods you have used to collect and analyze the data.

Data Analysis: In this section, you should analyze all the research data you have gathered.

Results: Here, you should focus on the meaning and implications of the data you have collected.

Conclusion: In this section, you should summarize all the major points. Also, you should specify how your analysis has provided the answers to your research question.

References Page: Here, you should list all the sources you have used as a reference in your research paper.

List of Hospitality Research Topics and Ideas

Hospitality is a broad field with endless research topics to consider. When it comes to writing a hospitality research paper, you can prefer any hospitality topics based on history, culture, management, and recent industry trends.

Are you asked to prepare a hospitality research paper on the best topics? Cool! Here, we have shared the top hospitality research topics and ideas for you to consider.

Refer to the list mentioned below and identify a topic of your choice.

Simple Hospitality Research Topics

• Talk about the origin of the word Hospitality.
• Hospitality in the Islam culture.
• Hospitality in Ancient Greece.
• Best ways to greet a tourist in Rome.
• Hospitality in the Christian culture.
• The effect of global trends on the hospitality industry.
• Explain the relationship between the host and the guest.
• An in-depth look at hospitality ethics.
• Best ways to greet a guest in Prague.
• Analyze the negative effects of travel bans
• Contribution of tourism to global economic growth
• Development of sustainable tourism
• Contribution of tourism to development and poverty reduction
• Discuss the tourism destinations across Europe
• Impact of the COVID-19 pandemic on global tourism

Hospitality Research Topics on Tourism

• Contribution of Tourism to the Worldwide Trade
• Improvement of Competitiveness of Tourism
• The advancement of Tourism contribution to the development
• Best ways to greet tourists in Rome
• Comparison between the hospitality laws in Middle-East countries and European countries
• Existing hospitality laws in Japan and China
• Employee performance in the establishment of Hotel: Case Study of Munyonyo Commonwealth Resort
• Best practices of hotel management
• Talk about etiquette in the hospitality industry.
• The effects of smoking bans on casinos.
• Analyze the impact of the COVID-19 pandemic-led social distancing on the global tourism management
• How the removal of travel restrictions in the post-COVID year is going to benefit the tourism industry of the United Kingdom?
• Assess how government policies, rules, and regulations impact the development of a country’s tourism business
• Analyze the impact of natural disasters and hazards on the tourism industry of the UK
• Discuss the impact of travel bloggers and vloggers on the global tourism business

Interesting Hospitality Research Paper Topics

• Explain the concept of favored guests in Christianity.
• The right to free transit.
• Analyze the concept of perverse hospitality.
• An in-depth look at fair wages in the hospitality industry.
• Case Study: The Izmailovo Hotel.
• Case Study: The Abraj Al-Bait.
• Make a strategic analysis of the Circus Circus Las Vegas.
• Make a strategic analysis of the Hilton Hawaiian Village.
• Discuss the tagline “Atithi Devo Bhava”
• Hospitality training of flight attendants
• Intercultural challenges in the hospitality industry and the role played by hospitality management: a descriptive review
• Hospitality management and Access-based sharing options: factors driving consumers to make such decisions
• Analyze the concept of experience sampling technique in the hospitality management domain
• Comparative analysis of the working hours in the hospitality sector of the UK and the US
• Discuss the potential challenges and interventions involved in international hospitality management

Unique Hospitality Research Ideas

• Importance of the hospitality industry on France’s economy
• Smart and innovative tourism development
• Promoting employment through fostering knowledge, education, and capacity-building
• Examining perception and attitude of customers towards online travel agents.
• How can small catering firms utilize integrated marketing communication to create brand recognition and sales?
• Discuss the financial management and accounting of a hotel.
• Revenue management of a large hotel.
• A study on French hotel management.

Research Topics on Hotel Management

• Traits of a good hotel manager.
• Case Study: The Ambassador City Jomtien
• Case Study: The Wynn Las Vegas
• Managing a hotel in Pakistan.
• Case Study: Hotel & Plaza
• Explain the customer service at a 5-star hotel.
• Analyze the difference between a full-service hotel and a limited-service hotel
• Space, Society, and Hospitality
• Use of technologies in hotel management practices
• The current trend in hotel management

Hospitality Law Research Topics

• Problems confronting the development of the hospitality industry (a case study of Models Hotel Enugu)
• A closer look at the Laws of Innkeepers.
• Discuss insurance waivers.
• Explain bailments in the hospitality industry.
• Research the risk of theft in hotels in the UK.
• Hospitality law in South Africa.
• Hospitality law in India.
• Research hospitality law in Russia.
• Hospitality law in South Korea.
• Hospitality law in North Korea.
• Talk about the liability of hotel owners in the US.
• Importance of hospitality law in driving tourism growth
• Critical analysis of the hospitality laws in the United States
• Loss of guest property in the European Union
• Talk about hospitality as a virtue.

Hospitality Management Research Topics

• Importance of hotel management
• Discuss the salary expectations of hotel managers.
• Major issues in the hospitality industry.
• The role of the General Manager of a hotel.
• The different types of hospitality accommodations.
• Evaluating the need for effective policies as a panacea for the sustainable hospitality and tourism industry
• Role of interior design in the hospitality industry cutting wrought iron as a case study
• The course of food poisoning in catering establishments (a case study of a selected restaurant in Aba)

Additional Research Topics on Hospitality Management

• Working conditions in a large hotel.
• The various types of hospitality accommodations.
• Talk about the salary expectations of hotel managers.
• Offering food, shelter, and safety in Nepal.
• Discuss hotel management during the COVID pandemic.
• An in-depth look at hotel marketing management.
• Prepare a strategic analysis of a hotel of your choice.
• The role of a Director of Groups and Events.
• Food and beverage in the hospitality industry.
• Offering shelter in Judaism.
• The role of facility managers.
• Research the effects of the 2020 coronavirus pandemic on the hospitality industry.
• Discuss hospitality training of restaurant workers.

Advanced Research Topics on Hospitality Management

• The importance of the hospitality industry for the US economy.
• Discuss hospitality training of flight attendants.
• Make a strategic analysis of Caesars Palace Hotel.
• Research what off-season means for holiday resorts.
• Discuss how hospitality companies diversify.
• Case Study: The MGM Grand Las Vegas and The Signature
• Make a strategic analysis of the Excalibur Hotel and Casino.
• Case Study: The Londoner Macao
• Case Study: The Venetian Resort Las Vegas
• Talk about personalization in hospitality.

Research Paper Topics on Hospitality and Tourism

• Analyze the 7 components of tourism.
• Talk about the 3 main concepts in tourism.
• Best tourist attractions in the US.
• Going contactless in the hospitality industry.
• Domestic tourism in the United States.
• Best tourist attractions in the UK.
• Research outbound tourism trends in 2022.
• How did the COVID-19 pandemic affect tourism?
• What does inbound tourism mean?
• Use of Sig Sigma and TQM (Total Quality Management) in the hospitality and tourism business

Best Hospitality Research Topics

• Discuss destination promotion.
• Make a strategic analysis of the Shinagawa Prince Hotel.
• The way tech has affected the hospitality industry.
• Talk about seamless technology in hospitality.
• Make a strategic analysis of the Resorts World Las Vegas.
• Discuss the best ways to cater to millennials.
• Augmented reality in the hospitality industry.
• Sustainability in the hospitality industry.
• The most important service in the hospitality industry.
• Discuss the growing emphasis on well-being.
• Using tech to meet the needs of hotel guests.
• Make a strategic analysis of the Atlantis Paradise Island hotel.
• Crushing the competition in the hospitality business.
• The most important part of hospitality in a luxury hotel.
• Research the importance of a good tour guide.

Great Hospitality Dissertation Topics

• Why do customers prefer leisure hotels when they plan overseas holidays?
• The positive impacts of Royal Weddings on the hospitality industry.
• Factors affecting restaurant selections on a Friday night out.
• How to motivate employees in pubs and restaurants?
• With more people traveling solo, what has the hospitality industry done to accommodate and attract more visitors?
• How do buying decisions affect leisure tourism regarding British customers?
• Does brand extension in hotel chains affect the buying decisions of customers?
• Perception and attitude of British customers towards Thai food.

Excellent Hospitality Research Ideas

• Analyze the operations of a pub of your choice.
• Discuss the tips system.
• Changing laws in the hospitality sector.
• The importance of proper etiquette.
• Research the wages of hotel staff in your area.
• The influence of hospitality on the direct and indirect economy.
• Hospitality going green in the upcoming years.
• Compare 3 major hotel chains in the UK.
• Hospitality laws and regulations in the Maldives.
• Hospitality during the Olympic Games.
• The best ways to attract guests to your hotel.
• Hospitality in Ancient Egypt.
• Discuss the bread and salt tradition in Eastern Europe.
• Discuss hospitality in your local hospital.
• A closer look at sports tourism.

Trending Hospitality Research Topics

• Explain the role of culture in hospitality.
• Describe the role of food critics in the hospitality industry.
• Examine the impact of tourism on infrastructure and the environment.
• Analyze the importance of customer service in the hospitality industry.
• What is the difference between managing a hotel and running one?
• Discuss the challenges and opportunities that come with managing a hotel.
• Investigate the impact of social media on the hotel industry.
• Explain the role of a hotel or resort manager.
• How important is it to have an online presence for hotels and resorts in today’s world?
• What is the importance of event planning in the hospitality industry?

Popular Hospitality Research Topics

• Latest trends in the hospitality industry.
• What is a hotel crisis management team?
• What are leisure travelers?
• How important are workspaces in hotels?
• What is essentialism in the hospitality business?
• Can you talk about the peculiarities of solo travel guests?
• What is holistic hospitality?
• Discuss the skills of an experienced restaurant manager.
• Research a new sector of hospitality.
• How important is a review for companies in the hospitality industry?
• How hospitality services are provided across different geographical regions varies.
• The role of the hospitality management staff.
• How hotels are remaining alive in the competition of providing hospitality services.
• Types of hospitality services that are in demand.
• Innovative techniques to satisfy the needs of guests in hotels.

Captivating Hospitality Research Paper Topics

• Middle Eastern and European countries’ hospitality laws are contrasted.
• encouraging knowledge, education, and capacity-building to promote employment
• Analyze the Hilton Hawaiian Village from a strategic perspective.
• An in-depth examination of equitable pay in the hospitality sector
• Munyonyo Commonwealth Resort is a case study on employee performance in the hotel setting.
• Do some research on how the hotel sector will be affected by the coronavirus pandemic in 2020.
• TQM (Total Quality Management) and Sig Sigma are used in the hospitality and tourism industries.
• Remote communication’s importance in the hospitality and tourism industries
• An in-depth examination of increasing earnings in the hospitality sector
• Do a strategic study of the hotel Caesars Palace.

Final Words

By using any topic from the list of hospitality research topics suggested above, you can write an excellent research paper. In case, you still find it difficult to select a good research topic for your assignment, quickly call us for online assignment help . We have numerous subject matter experts to help you with topic selection and writing a plagiarism-free hospitality research paper according to your requirements. Moreover, by utilizing our reliable hospitality research paper writing service, you can finish your academic work ahead of the due date and secure good grades.

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Hospitality Research Proposals Samples For Students

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Tourism And Hospitality Entrepreneurship Research Proposal Samples

Good research proposal about research objectives and questions, international tourism and hospitality management, sample research proposal on tourism system in molokai (demand and supply characteristics), introduction.

Molokai Island is the fifth largest of the Hawaiian Islands. The island was built between two distinct shield volcanoes, with one forming the larger eastern Molokai and the lesser forming the western Molokai (Bardolet and Pauline, 905). The island is located in the Maui County and through its geography and culture it is perfect for tourism. Tourism is one of the economic boosters of the Maui County, and part of the tourism revenues of Maui County is from the Island of Molokai though in a larger proportion.

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Public goods game: a group of people play a public game which is based on voluntary contribution mechanism (VCM). VCM is the game in which subjects have a certain amount of endowment (20$ in this study) and decide to allocate the endowment between public account and private account. The contribution to public goods is multiply with marginal per capita return. Marginal per capita return is the ratio of benefit to cost if people decide to give 1$ from private account to public account. An outcome of each player is:

The Development of New Brighton Tourism Destination Research Proposal Example

Tourism is one of the most fast developing sectors in the world. Many countries that have good beaches have found the need to develop tourism destinations that will assist in marketing their attraction sites. The research below shows the development of New Brighton tourism destination. It offers an introduction to tourism followed by the background information on New Brighton. A review on different researches conducted on the same topic is analyzed in order to come up with the research gaps. Moreover, the proposal gives the recommended method of data collection. Primary data collection method is preferred for this research.

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Thesis Statement: The United States has one of the highest rates of death by guns in the world. Almost everyone knows of someone that has been affected by gun violence, either self-inflicted or due to the actions of someone else. There are many people and organizations that want an increase in gun control laws in order to decrease gun violence. This paper will examine President Obama’s Gun Control Plan.

SOURCE #1: ENCYCLOPEDIC/REFERENCE SOURCE: Agresti, James D. & Smith, Reid K. “Gun Control Facts.” Just Facts. 13 June 2016. Web. 4 July 2016.

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POSTGRADUATE DIPLOMA IN BUSINESS ENTERPRISE

Southern Institute of Technology 2016

List of Tables 3

Section 1. Introduction 4 1.1 Purpose of the proposal 4 1.2 Research Aim 4 1.3 Research Questions and Objectives 4 1.4 Research hypothesis 5 1.5 Background and overview of business 5

Section 2. Literature Review 6

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Placing eco-labels on the consumer products is thought to have immense positive effects on the consumer behavior. In particular, some studies strongly suggest that when the consumers become aware about the product origins and the method used in merchandising, their consumer choices become more ecologically and environmentally friendly. The purpose of the future is to investigate whether these assumptions are validated, or they are merely the results of unfounded marketing speculations.

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Statement of authorship I certify that this dissertation is my own work and contains no material that has been accepted for the award of any degree or diploma in any institute, college or university. Moreover, to the best of my knowledge and belief, it contains no material previously published or written by another person, except where due reference is made in the text of the dissertation.

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The tradition of arts and crafts in Africa dates back thousands of years and is still strong today. African arts and crafts commonly encompass mediums of woodcarvings, brass and leather. Wood is particularly popular among many African artists as it is versatile and easy to obtain. Also familiar outlets are sculpture, paintings, pottery and ceremonial and religious headgear and dress. African masks, for example, are part of ancient history and are important to many cultures, particularly in West Africa.

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FTC Announces Rule Banning Noncompetes

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Today, the Federal Trade Commission issued a final rule to promote competition by banning noncompetes nationwide, protecting the fundamental freedom of workers to change jobs, increasing innovation, and fostering new business formation.

“Noncompete clauses keep wages low, suppress new ideas, and rob the American economy of dynamism, including from the more than 8,500 new startups that would be created a year once noncompetes are banned,” said FTC Chair Lina M. Khan. “The FTC’s final rule to ban noncompetes will ensure Americans have the freedom to pursue a new job, start a new business, or bring a new idea to market.”

The FTC estimates that the final rule banning noncompetes will lead to new business formation growing by 2.7% per year, resulting in more than 8,500 additional new businesses created each year. The final rule is expected to result in higher earnings for workers, with estimated earnings increasing for the average worker by an additional $524 per year, and it is expected to lower health care costs by up to $194 billion over the next decade. In addition, the final rule is expected to help drive innovation, leading to an estimated average increase of 17,000 to 29,000 more patents each year for the next 10 years under the final rule.

Noncompetes are a widespread and often exploitative practice imposing contractual conditions that prevent workers from taking a new job or starting a new business. Noncompetes often force workers to either stay in a job they want to leave or bear other significant harms and costs, such as being forced to switch to a lower-paying field, being forced to relocate, being forced to leave the workforce altogether, or being forced to defend against expensive litigation. An estimated 30 million workers—nearly one in five Americans—are subject to a noncompete.

Under the FTC’s new rule, existing noncompetes for the vast majority of workers will no longer be enforceable after the rule’s effective date. Existing noncompetes for senior executives - who represent less than 0.75% of workers - can remain in force under the FTC’s final rule, but employers are banned from entering into or attempting to enforce any new noncompetes, even if they involve senior executives. Employers will be required to provide notice to workers other than senior executives who are bound by an existing noncompete that they will not be enforcing any noncompetes against them.

In January 2023, the FTC issued a  proposed rule which was subject to a 90-day public comment period. The FTC received more than 26,000 comments on the proposed rule, with over 25,000 comments in support of the FTC’s proposed ban on noncompetes. The comments informed the FTC’s final rulemaking process, with the FTC carefully reviewing each comment and making changes to the proposed rule in response to the public’s feedback.

In the final rule, the Commission has determined that it is an unfair method of competition, and therefore a violation of Section 5 of the FTC Act, for employers to enter into noncompetes with workers and to enforce certain noncompetes.

The Commission found that noncompetes tend to negatively affect competitive conditions in labor markets by inhibiting efficient matching between workers and employers. The Commission also found that noncompetes tend to negatively affect competitive conditions in product and service markets, inhibiting new business formation and innovation. There is also evidence that noncompetes lead to increased market concentration and higher prices for consumers.

Alternatives to Noncompetes

The Commission found that employers have several alternatives to noncompetes that still enable firms to protect their investments without having to enforce a noncompete.

Trade secret laws and non-disclosure agreements (NDAs) both provide employers with well-established means to protect proprietary and other sensitive information. Researchers estimate that over 95% of workers with a noncompete already have an NDA.

The Commission also finds that instead of using noncompetes to lock in workers, employers that wish to retain employees can compete on the merits for the worker’s labor services by improving wages and working conditions.

Changes from the NPRM

Under the final rule, existing noncompetes for senior executives can remain in force. Employers, however, are prohibited from entering into or enforcing new noncompetes with senior executives. The final rule defines senior executives as workers earning more than $151,164 annually and who are in policy-making positions.

Additionally, the Commission has eliminated a provision in the proposed rule that would have required employers to legally modify existing noncompetes by formally rescinding them. That change will help to streamline compliance.

Instead, under the final rule, employers will simply have to provide notice to workers bound to an existing noncompete that the noncompete agreement will not be enforced against them in the future. To aid employers’ compliance with this requirement, the Commission has included model language in the final rule that employers can use to communicate to workers. 

The Commission vote to approve the issuance of the final rule was 3-2 with Commissioners Melissa Holyoak and Andrew N. Ferguson voting no. Commissioners Rebecca Kelly Slaughter , Alvaro Bedoya , Melissa Holyoak and Andrew N. Ferguson each issued separate statements. Chair Lina M. Khan will issue a separate statement.

The final rule will become effective 120 days after publication in the Federal Register.

Once the rule is effective, market participants can report information about a suspected violation of the rule to the Bureau of Competition by emailing  [email protected] . 

The Federal Trade Commission develops policy initiatives on issues that affect competition, consumers, and the U.S. economy. The FTC will never demand money, make threats, tell you to transfer money, or promise you a prize. Follow the  FTC on social media , read  consumer alerts  and the  business blog , and  sign up to get the latest FTC news and alerts .

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