conclusion about tourism and hospitality industry

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• 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

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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

The state of tourism and hospitality 2024

Tourism and hospitality are on a journey of disruption. Shifting source markets and destinations, growing demand for experiential and luxury travel, and innovative business strategies are all combining to dramatically alter the industry landscape. Given this momentous change, it’s important for stakeholders to consider and strategize on four major themes:

• The bulk of travel is close to home. Although international travel might draw headlines, stakeholders shouldn’t neglect the big opportunities in their backyards. Domestic travel still represents the bulk of travel spending, and intraregional tourism is on the rise.
• Consumers increasingly prioritize travel—when it’s on their own terms. Interest in travel is booming, but travelers are no longer content with a one-size-fits-all experience. Individual personalization might not always be practical, but savvy industry players can use segmentation and hypothesis-driven testing to improve their value propositions. Those that fail to articulate target customer segments and adapt their offerings accordingly risk getting left behind.
• The face of luxury travel is changing. Demand for luxury tourism and hospitality is expected to grow faster than any other travel segment today—particularly in Asia. It’s crucial to understand that luxury travelers don’t make up a monolith. Segmenting by age, nationality, and net worth can reveal varied and evolving preferences and behaviors.
• As tourism grows, destinations will need to prepare to mitigate overcrowding. Destinations need to be ready to handle the large tourist flows of tomorrow. Now is the time for stakeholders to plan, develop, and invest in mitigation strategies. Equipped with accurate assessments of carrying capacities and enhanced abilities to gather and analyze data, destinations can improve their transportation and infrastructure, build tourism-ready workforces, and preserve their natural and cultural heritages.

Now boarding: Faces, places, and trends shaping tourism in 2024

Global travel is back and buzzing. The amount of travel fell by 75 percent in 2020; however, travel is on its way to a full recovery by the end of 2024. More regional trips, an emerging population of new travelers, and a fresh set of destinations are powering steady spending in tourism.

There’s no doubt that people still love to travel and will continue to seek new experiences in new places. But where will travelers come from, and where will they go?

We share a snapshot of current traveler flows, along with estimates for growth through 2030.

The way we travel now

Which trends are shaping traveler sentiment now? What sorts of journeys do today’s travelers dream about? How much are they willing to spend on their trips? And what should industry stakeholders do to adapt to the traveler psychology of the moment?

To gauge what’s on the minds of present-day travelers, we surveyed more than 5,000 of them. The findings reveal disparate desires, generational divides, and a newly emerging set of traveler archetypes.

Updating perceptions about today’s luxury traveler

Demand for luxury tourism and hospitality is expected to grow faster than for any other segment. This growth is being powered in part by a large and expanding base of aspiring luxury travelers with net worths between $100,000 and $1 million, many of whom are younger and increasingly willing to spend larger shares of their wealth on upscale travel options. The increase is also a result of rising wealth levels in Asia.

We dug deeper into this ongoing evolution by surveying luxury travelers around the globe about their preferences, plans, and expectations. Some widely held notions about luxury travelers—such as how much money they have, how old they are, and where they come from—could be due for reexamination.

Destination readiness: Preparing for the tourist flows of tomorrow

As global tourism grows, it will be crucial for destinations to be ready. How can the tourism ecosystem prepare to host unprecedented volumes of visitors while managing the challenges that can accompany this success? A large flow of tourists, if not carefully channeled, can encumber infrastructure, harm natural and cultural attractions, and frustrate locals and visitors alike.

Now is the time for tourism stakeholders to combine their thinking and resources to look for better ways to handle the visitor flows of today while properly preparing themselves for the visitor flows of tomorrow. We offer a diagnostic that destinations can use to spot early-warning signs about tourism concentration, along with suggestions for funding mechanisms and strategies to help maximize the benefits of tourism while minimizing its negative impacts.

Six trends shaping new business models in tourism and hospitality

As destinations and source markets have transformed over the past decade, tourism and hospitality companies have evolved, too. Accommodation, home sharing, cruises, and theme parks are among the sectors in which new approaches could present new opportunities. Stakeholders gearing up for new challenges should look for business model innovations that will help sustain their hard-won growth—and profits.

Unbundling offerings, cross-selling distinctive experiences, and embracing data-powered strategies can all be winning moves. A series of insight-driven charts reveal significant trends and an outlook on the future.

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6 1.5 Conclusion

As we have seen in this chapter, tourism is a complex system that is built up of industry sectors including accommodation, recreation and entertainment, food and beverage services, transportation, and travel services. It encompasses domestic, inbound, and outbound travel for business, leisure, or other purposes. And because of this large scope, tourism development requires participation from all walks of life, including private business, governmental agencies, educational institutions, communities, and citizens.

Recognizing the diverse nature of the industry and the significant contributions tourism makes toward economic and social value for British Columbians is important. There remains a great deal of work to better educate members of the tourism industry, other sectors, and the public about the ways tourism contributes to our province.

Given this opportunity for greater awareness, it is hoped that students like you will help share this information as you learn more about the sector. So let’s begin our exploration in Chapter 2 with a closer look at a critical sector: transportation.

• British Columbia Government Travel Bureau ( BCGTB) : the first recognized provincial government organization responsible for the tourism marketing of British Columbia
• Canadian Pacific Railway (CPR) : a national railway company widely regarded as establishing tourism in Canada and BC in the late 1800s and early 1900s
• Destination BC: the provincial destination marketing organization (DMO) responsible for tourism marketing and development in BC, formerly known as Tourism BC
• Destination Canada: the national government Crown corporation responsible for marketing Canada abroad, formerly known as the Canadian Tourism Commission (CTC)
• Destination marketing organization (DMO):  also known as a destination management organization; includes national tourism boards, state/provincial tourism offices, and community convention and visitor bureaus
• Diversity: a term used by some in the industry to describe the makeup of the industry in a positive way; acknowledging that tourism is a diverse compilation of a multitude of businesses, services, organizations, and communities
• Excursionist : same-day visitors in a destination. Their trip typically ends on the same day when they leave the destination.
• Fragmentation: a phenomenon observed by some industry insiders whereby the tourism industry is unable to work together toward common marketing and lobbying (policy-setting) objectives
• Hospitality:  the accommodations and food and beverage industry groupings
• North American Industry Classification System (NAICS) : a way to group tourism activities based on similarities in business practices, primarily used for statistical analysis
• Social Exchange Theory : describes how tourists and hosts’ behaviours change as a result of the perceived benefits and threats they create during interaction
• Travel : moving between different locations, often for leisure and recreation
• Tourism:  the business of attracting and serving the needs of people travelling and staying outside their home communities for business and pleasure
• Tourism Industry Association of BC ( TIABC) : a membership-based advocacy group formerly known as the Council of Tourism Associations of BC (COTA)
• Tourism Industry Association of Canada (TIAC): the national industry advocacy group
• Tourism Supply Chain : The combination of sectors that supply and distribute the needed tourism products, services, and activities within the tourism system
• Tourist:  someone who travels at least 80 kilometres from his or her home for at least 24 hours, for business or pleasure or other reasons; can be further classified as domestic, inbound, or outbound
• United Nations World Tourism Organization (UNWTO) : UN agency responsible for promoting responsible, sustainable, and universally accessible tourism worldwide
• List the three types of tourist and provide an example of each.
• What is the UNWTO? Visit the UNWTO website , and name one recent project or study the organization has undertaken.
• List the five industry groups according to the North American Industry Classification System (NAICS). Using your  understanding of tourism as an industry, create your own definition and classification of tourism. What did you add? What did you take out? Why?
• What is the difference between Tourism Services and Travel Trade?
• Describe how the phenomenon of tourism can still happen even when tourists have gone back to their origin.
• According to UNEP, what are the four types of negative environmental tourism impact? For each of these, list an example in your own community.
• What major transportation developments gave rise to the tourism industry in Canada?
• Historically, what percentage of international visitors to Canada are from the United States? Why is this an important issue today?
• Name three key events in the history of BC tourism that resonate with you. Why do you find these events of interest?
• Watch the Tourism Pays video feature on Richmond. Now think about the value of tourism in your community. How might this be communicated to local residents? List two ways you will contribute to communicating the value of tourism this semester.
• Choose one article or document from the reference list below and read it in detail. Report back to the class about what you’ve learned.

ACE Aviation. (2011).  ACE History and Background . ACE Aviation.

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Brewster Travel Canada. (2014). About Us – Brewster History . Retrieved from http://www.brewster.ca/corporate/about-brewster/brewster-history/

British Columbia Ministry of Jobs, Tourism and Skills Training. (2013a). BC Stats: Industry Classification . Retrieved from http://www.bcstats.gov.bc.ca/StatisticsBySubject/BusinessIndustry/IndustryClassification.aspx

British Columbia Ministry of Jobs, Tourism and Skills Training. (2013b). Bill 3 – 2013: Destination BC Corp Act . Retrieved from https://www.leg.bc.ca/39th5th/1st_read/gov03-1.htm

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Destination Canada. (2019).  Tourism Snapshot . Destination Canada.

Dawson, Michael. (2004). Selling British Columbia: Tourism and consumer culture, 1890-1970 . Vancouver, BC: UBC Press.

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e-Know. (2011, November). Ogilvie’s past in lock step with last 50 years of Kimberley’s history. Retrieved from www.e-know.ca/news/ogilvie’s-past-in-lock-step-with-last-50-years-of-kimberley’s-history/

Expedia, Inc. (2013). Expedia: Annual report 2013. [PDF] Retrieved from http://files.shareholder.com/downloads/EXPE/3546131959x0x750253/48AF365A-F894-4E9C-8F4A-8AB11FEE8D2A/EXPE_2013_Annual_Report.PDF

Flightglobal. (2002). Sixty years of the jet age. Retrieved from http://www.flightglobal.com/features/jet-age/

Globe and Mail, The. (2014, March 28). Ten things you don’t know about Air Canada. Retrieved from http://www.theglobeandmail.com/life/travel/travel-news/10-things-you-likely-dont-know-about-air-canada/article17725796/?page=all

Go2HR. (2020). Industry Development & Resources. Retrieved from https://www.go2hr.ca/getting-know-bcs-tourism-industry/industry-overview/industry-development-resources

Government of Canada. (2006). Building a national tourism strategy. [PDF] Retrieved from https://www.ic.gc.ca/eic/site/034.nsf/vwapj/tourism_e.pdf/$FILE/tourism_e.pdf

Government of Canada. (2013, July 5). Appendix E: Tourism industries in the human resource module . Retrieved from http://www.statcan.gc.ca/pub/13-604-m/2013072/appe-anne-eng.htm

Griffiths, Ralph, Griffiths, G. E. (1772). Pennant’s tour in Scotland in 1769. The Monthly Review; or, Literary Journal XLVI : 150 . Retrieved from Google Books . 

Gyr, Ueli. (2010, December 3). The history of tourism: Structures on the path to modernity. European History Online (EHO). Retrieved from http://ieg-ego.eu/en/threads/europe-on-the-road/the-history-of-tourism

Hall, C. M., & Page, S. (2006).  The Geography of Tourism and Recreation: Environment, Place and Space . Routledge. http://public.ebookcentral.proquest.com/choice/publicfullrecord.aspx?p=256901.

Latin definition for hospes, hospitis. (2014).In Latdict – Latin Dictionary and Grammar Resources .  Retrieved from http://www.latin-dictionary.net/definition/22344/hospes-hospitis

Library and Archives Canada. (n.d.). Ties that bind: Essay.   A brief history of railways in Canada.  Retrieved from http://www.collectionscanada.gc.ca/trains/021006-1000-e.html

LinkBC. (2008). Transforming communities through tourism: A handbook for community tourism champions. [PDF] Retrieved from http://linkbc.ca/siteFiles/85/files/TCTT.pdf

MacEachern, A. (2012, August 17). Goin’ down the road: The story of the first cross-Canada car trip. The Globe and Mail . Retrieved from http://www.theglobeandmail.com/news/national/goin-down-the-road-the-story-of-the-first-cross-canada-car-trip/article4487425/

McLeish. (2014, July 23). History of heliskiing in Canada. Retrieved from www.lastfrontierheli.com/news/1607/history-of-heliskiing-in-canada/

Magnes, W. (2010, May 26). The evolution of British Columbia’s tourism regions: 1970-2010 [PDF] . Retrieved from http://linkbc.ca/siteFiles/85/files/LinkBCMagnesPaper2011.pdf

Nunkoo, R. (2016). Toward a More Comprehensive Use of Social Exchange Theory to Study Residents’ Attitudes to Tourism.  Procedia Economics And Finance ,  39 , 588-596. doi: 10.1016/s2212-5671(16)30303-3

Porges, R. (2014, September). Tell me something I don’t know: Promoting the value of tourism. Tourism Drives the Provincial Economy . Presentation hosted by the Tourism Industry Association of BC, Vancouver, BC.

PricewaterhouseCooopers, LLC. (2009). Opportunity BC 2020: Tourism sector. [PDF] Prepared for the BC Business Council. Retrieved from http://www.bcbc.com/content/558/2020_200910_Mansfield_Tourism.pdf

Reynolds, C. (2020). At Least Three Years Until ‘Cataclysmic’ Virus Fallout Recedes: Air Canada.  CTV News .

Shoalts, A. (2011, April). How our national parks evolved: From Grey Owl to Chrétien and beyond, 100 years of Parks Canada.   Canadian Geographic . Retrieved from http://www.canadiangeographic.ca/magazine/apr11/national_parks_evolution.asp

Statistics Canada. (2019).  Travel Between Canada and Other Countries, December 2018 . Statistics Canada. Retrieved from https://www150.statcan.gc.ca/n1/daily-quotidien/190221/dq190221c-eng.htm

Theobald, William F. (1998).  Global Tourism (2nd ed.). Oxford, England: Butterworth–Heinemann, pp. 6-7.

Thomas Cook Group of Companies. (2014). Thomas Cook history. Retrieved from http://www.thomascook.com/thomas-cook-history/

Tourism Industry Association of BC. (2014). Value of tourism toolkit: Why focus on the value of tourism?  Retrieved from http://www.tiabc.ca/value-of-tourism-toolkit

Tourism Industry Association of Canada. (2014, October 14). Travel industry poised to boost Canadian exports: US market and border efficiencies central to growth potential . Retrieved from http://tiac.travel/cgi/page.cgi/_zine.html/TopStories/Travel_Industry_Poised_to_Boost_Canadian_Exports_US_Market_and_Border_Efficiencies_Central_to_Growth_Potential

Tourism Industry Association of Canada. (2018a).  Travel & Tourism: The Economic Importance of Travel in Canada . TIAC.

Tourism Industry Association of Canada. (2018b).  America: Travel Economy Series . TIAC.

Tourism Industry Association of Canada. (2018c).  International Travelers vs. Domestic Travelers – Exploring Differences . TIAC.

Tourism Industry Association of Canada. (2020). Canadian Tourism Reaches New Milestone in 2019 with 22.1 Million Inbound Visitors. Retrieved from https://tiac-aitc.ca/cgi/page.cgi/_zine.html/TopStories/Canadian_tourism_reaches_new_milestone_in_2019_with_22.1_million_inbound_visitors

Tourism Industry Association of Canada, HLT Advisory. (2012). The Canadian tourism industry: A special report [PDF] . Retrieved from http://www.hlta.ca/reports/The_Canadian_Tourism_Industry_-_A_Special_Report_Web_Optimized_.pdf

United Nations Environment Programme. (2003a). Negatives Socio-cultural impacts from tourism . Retrieved from http://www.unep.org/resourceefficiency/Business/SectoralActivities/Tourism/FactsandFiguresaboutTourism/ImpactsofTourism/Socio-CulturalImpacts/NegativeSocio-CulturalImpactsFromTourism/tabid/78781/Default.aspx

United Nations Environment Programme. (2003b). Tourism’s three main impact areas. Retrieved from http://www.unep.org/resourceefficiency/Business/SectoralActivities/Tourism/TheTourismandEnvironmentProgramme/FactsandFiguresaboutTourism/ImpactsofTourism/EnvironmentalImpacts/TourismsThreeMainImpactAreas/tabid/78776/Default.aspx

United Nations World Tourism Organization. (1995). Recommendations on tourism statistics. [PDF] Retrieved from http://unstats.un.org/unsd/newsletter/unsd_workshops/tourism/st_esa_stat_ser_M_83.pdf

United Nations World Tourism Organization. (2008). Understanding tourism: Basic glossary . Retrieved from http://media.unwto.org/en/content/understanding-tourism-basic-glossary

United Nations World Tourism Organization. (2012, May 7). International tourism receipts surpass US$ 1 trillion in 2011. Retrieved from http://media.unwto.org/en/press-release/2012-05-07/international-tourism-receipts-surpass-us-1-trillion-2011

United Nations World Tourism Organization. (2014a). UNWTO world tourism barometer, 12 [PDF] (1). Retrieved from http://dtxtq4w60xqpw.cloudfront.net/sites/all/files/pdf/unwto_barom14_04_august_excerpt_0.pdf

United Nations World Tourism Organization. (2014b). Who we are. Retrieved from http://www2.unwto.org/content/who-we-are-0

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United Nations World Tourism Organization. (2020b). International Tourist Numbers Could Fall 60-80% in 2020, UNWTO Reports . Retrieved from https://www.unwto.org/news/covid-19-international-tourist-numbers-could-fall-60-80-in-2020

Vancouver Airport Authority. (2020). Facts and Stats . Retrieved from https://www.yvr.ca/en/about-yvr/facts-and-stats

Introduction to Tourism and Hospitality in BC and Yukon Copyright © 2015, 2020 by Capilano University is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

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The Concept of Resort Regions (Territories) Sustainable Development: Factors and Indicators

• First Online: 08 March 2023

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• Yuriy I. Dreizis   ORCID: orcid.org/0000-0003-4623-2600 13 ,
• Eugenia V. Vidishcheva   ORCID: orcid.org/0000-0003-2653-453X 13 &
• Andrey S. Kopyrin   ORCID: orcid.org/0000-0002-4289-6701 13  

Part of the book series: Lecture Notes in Networks and Systems ((LNNS,volume 252))

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In the modern world, the successful development of the tourist region is impossible without a sustainable development concept. Several various external and internal factors influence the development of resort regions (territories). The role and effect of such factors may differ in strength and duration, as well as in their impact. These factors are systematized according to the influence on tourist regions’ sustainability. Indicators of sustainable development of resort areas are important for reflecting the state of the regional economy. Based on current approaches, the resort sustainability should be assessed with a comprehensive analysis of four groups of indicators: (1) socio-economic, (2) environmental, (3) tourist, and (4) anthropogenic load indicators. The authors develop an algorithm to build a simulation model designed to predict trends in the stability of tourist territories. The research shows that further development of resort region economy, infrastructure, and the creation of conditions for its accelerated and sustainable development is possible only based on regional sustainability strategies.

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The research was prepared with the financial support of the RFFR and the Administration of the Krasnodar Krai (grant 19-410-230049 r_a).

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Dreizis, Y.I., Vidishcheva, E.V., Kopyrin, A.S. (2023). The Concept of Resort Regions (Territories) Sustainable Development: Factors and Indicators. In: Maximova, S.G., Raikin, R.I., Chibilev, A.A., Silantyeva, M.M. (eds) Advances in Natural, Human-Made, and Coupled Human-Natural Systems Research. Lecture Notes in Networks and Systems, vol 252. Springer, Cham. https://doi.org/10.1007/978-3-030-78105-7_22

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The top careers in the travel industry

Hospitality careers

In this article

If you’re interested in careers in the travel industry, the good news is the tourism sector has been growing steadily for decades and is expected to become a $15.5 trillion economy by 2033 . Employing millions of people worldwide, the industry offers many exciting and rewarding opportunities for anyone passionate about exploring new places and helping others do the same.

Travel offers a wide range of careers with distinct responsibilities and salary prospects, from adventurous travel photographers capturing stunning vistas to skilled travel agents designing unforgettable itineraries. In this article, we’ll look at the top careers in the industry, the skills you need to succeed and how a hospitality degree can prepare you for an exciting travel career.

Top professions in the travel sector

Whether your passion is delivering exceptional guest experiences , designing inspiring itineraries or helping travelers create long-lasting memories, this industry offers a variety of exciting career opportunities with unique responsibilities and rewards.

Travel agent

Assisting clients with planning and booking travel arrangements such as flights, accommodations and tours. Entry-level travel agents earn around $51,578 to $67,998 annually, with more experienced agents who specialize in luxury travel potentially earning significantly more. They provide expert advice on destinations, tailor travel packages to client preferences and deliver seamless travel experiences. Career progression can lead to senior agent positions or managerial roles in agencies.

Leading groups through historical, cultural and scenic locations, providing informative and engaging commentary on popular tourist attractions and other lesser-known areas of interest. Tour guides focus on the safety and enjoyment of tourists, handle logistical issues and answer questions about the sites visited. Career progression might include becoming a senior guide, tour manager or starting a tour company. Salaries range from $58,058 to $76,783 per year , with those in high-demand areas or specializing in niche markets earning higher wages.

Event planner

Salaries for this role typically range from $66,317 to $84,119 a year , with the potential for higher earnings based on the size and type of activities. As an event planner , you are responsible for planning and managing gatherings such as conferences, weddings and corporate retreats. Typical duties include selecting venues, arranging catering, coordinating entertainment and overseeing event logistics. This role can lead to senior planner positions or event management roles in larger organizations.

Hotel manager

Earning between $96,665 and $141,918 per year , these professionals oversee daily operations to consistently deliver high standards of service and guest satisfaction. Resorts, luxury hotels or hotels in prime locations typically offer higher compensation. A hotel manager is responsible for supervising staff, handling budgets, implementing marketing strategies and addressing guest concerns. Career progression can lead to executive roles in hotel chains or even to owning a hotel.

Flight attendant

As members of an airline’s cabin crew, these professionals prioritize passenger safety and comfort during flights, provide safety instructions, serve meals and beverages and handle emergencies. Flight attendants’ earnings typically range between $73,293 and $102,398 a year , with additional income possible through benefits and international flight assignments. Career progression can include senior flight attendant roles, training positions or management in the airline.

Cruise director

Managing onboard entertainment and activities on cruise lines, coordinating shows, excursions and social events, their main role is to make sure passengers have a memorable experience while at sea. Career growth can lead to more senior positions in cruise lines or specialized roles in entertainment management. Cruise directors can earn from $57,493 to $71,79 per year , often with additional perks such as accommodation and meals included.

Travel writer/photographer

These creative professionals produce content for magazines, blogs and travel guides that highlights destinations around the world. Earnings can vary widely from $48,712 to $61,039 per year for a travel writer and $64,419 and $84,918 a year for a photographer, depending on the publication, freelance opportunities and social media presence. Travel writers and photographers use their creativity to share experiences, provide travel advice and capture the essence of places through writing and photography. Prospects for advancement depend on building a strong personal brand, gaining a significant following or collaborating with major publications.

The right degree will provide you with a well-rounded education, practical experience, industry connections and a global perspective, preparing you for rewarding careers in travel .

Develop your skills for a thriving travel career

Gain the skills, expertise and valuable hands-on experience necessary for a career in the travel sector alongside world-renowned industry professionals

Benefits of working in the travel industry

A career in tourism offers numerous advantages , not least the opportunity to explore new places and cultures. Whether working in hospitality, tour operations or travel planning, you’ll often find yourself in unique and interesting locations. Such roles frequently come with perks such as discounted travel, access to exclusive locations and the chance to meet people from around the world. Employees often enjoy flexible work schedules and the chance to network with professionals worldwide, opening doors to further career opportunities.

Working in the travel industry also provides opportunities for personal growth and development. It helps hospitality professionals to develop strong communication and organizational skills, which are essential in coordinating trips, managing clients and delivering seamless experiences. Many roles also require a deep understanding of geography, history and local customs, making the job intellectually stimulating. What’s more, the very nature of the travel industry means no two days are alike, keeping the work exciting and fulfilling.

Skills required to work in the travel industry

Success in tourism requires a specific set of attributes tailored to the unique demands of the sector. Professionals must have a combination of abilities to help them navigate the industry’s complexities and deliver exceptional experiences to clients, including:

• Clear and effective communication skills : including verbal, written and active listening abilities, essential for interacting with clients, colleagues and suppliers
• Outstanding customer service : patience, empathy and a proactive approach to solving problems to guarantee satisfaction and loyalty
• Exceptional organizational skills : managing multiple tasks, coordinating schedules and handling logistics
• Flexible and solution driven : adapting to changing situations and handling unexpected challenges. This includes being flexible with plans and finding quick solutions to problems
• Cultural awareness : empathy is important for providing meaningful and respectful experiences, especially when working in international tourism with clients from different cultures
• Technical skills : staying abreast of the latest technology and being proficient with booking systems, travel software and online platforms to streamline operations and improve efficiency
• Sales and marketing : knowledge of effective promotional techniques and strategies, including a good understanding of market trends
• Language skills : a significant advantage for communicating with clients from different parts of the world and enables you to add a personal touch

How hospitality schools prepare you for a career in travel

While the qualifications and experience required for working in this sector vary depending on the role, a hospitality degree can provide the ideal platform. Renowned hospitality schools such as Glion offer degree programs that cover topics such as customer service, event planning, marketing and business management, all highly relevant to the industry. Some of the many benefits of studying for a degree from a hospitality school include:

• Hands-on experience : there’s a strong emphasis on practical learning through hospitality internships and real-world projects. Students can apply classroom knowledge in professional settings, gaining valuable experience and industry insights
• Industry connections : hospitality schools such as Glion have strong ties with leading companies and organizations in the hospitality sector. Students can connect with industry professionals and potential employers through networking events, career fairs and guest lectures
• Global perspective : having campuses in Switzerland and London enables Glion to offer a truly international experience, encouraging cross-cultural understanding and preparing graduates for global hospitality careers
• Specialized training : options to concentrate on hotel management , event management, luxury brand management and culinary arts allows students to tailor their education to their career interests and aspirations
• Soft skills development : aspiring hospitality professionals can develop their communication, leadership, teamwork and problem solving, all essential for success in hospitality and any other industry

As the travel industry continues its remarkable growth, it offers many opportunities for hospitality professionals with the right skills, qualifications and experience. Careers in the travel industry range from travel agents and tour guides to hotel managers and cruise directors, each with unique responsibilities and rewards. The common thread among these professions is the need for exceptional interpersonal skills, organizational prowess and a keen understanding of cultural nuances. These attributes, combined with technical know-how and a passion for service, are essential for success.

Hospitality degrees from hospitality schools such as Glion provide a strong foundation for those aspiring to enter this industry. Through practical experience, industry connections and specialized training, students gain the knowledge they need to meet the demands of their chosen careers. Whether your interest lies in planning, hospitality or adventure, the tourism sector promises a fulfilling and exciting career path.

With the right hospitality degree, you can thrive in the exciting and ever-evolving travel industry, making lasting impacts through the experiences you help create.

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ISSN : 1755-4217

Article publication date: 15 September 2022

Issue publication date: 16 November 2022

This paper discusses the outcomes of an exploratory study into the innovations, adaptations, and best practices that the tourism and hospitality sector in Africa should implement in dealing with coronavirus disease 2019 (COVID-19) pandemic-induced disruptions.

Design/methodology/approach

This paper was based on data collected through qualitative approaches by reviewing published academic articles and unpublished documents, including websites, media reports and global public health entities such as the World Health Organization (WHO). Because of the lack of reliable data in some cases, this study is inductive in nature.

The main finding of this research suggests that Africa which is seemingly the least affected in infection and casualty rates has conversely borne the brunt of the negative responses from the global community in travel restrictions and mobility curtailment. Overwhelming trends suggest the domestic tourism market does not have the spending capacity of international visitors who arrive with foreign currency, inevitably main-stream in the form of USD, EURO and GBP, with their spending power estimated at between 1:18 and 1:22. The fragmented, cascaded and sometimes disorganised approach in dealing with policy adoptions and implementation in managing developments around the pandemic further inhibits a compelling approach to continent-wide tourism and hospitality revival.

Originality/value

This paper highlights trends, innovations, and adaptations to COVID-19-related revival strategies for Africa and contributes to academic debates on the topic which, in the Global South context is currently under-researched.

• African tourism
• COVID-19 pandemic
• Innovations and adaptations
• Best practices

Bama, H.K.N. , Nyathela-Sunday, T. and Makuzva, W. (2022), "What innovations would enable the tourism and hospitality industry in Africa to re-build?", Worldwide Hospitality and Tourism Themes , Vol. 14 No. 6, pp. 557-564. https://doi.org/10.1108/WHATT-05-2022-0058

Emerald Publishing Limited

Copyright © 2022, Hilary Kennedy Nji Bama, Tshinakaho Nyathela-Sunday and Washington Makuzva

Published by Emerald Publishing Limited. 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 and 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

Introduction

This paper discusses the outcomes of an exploratory study considering the innovations and adaptations required for Africa's tourism and hospitality sector to be rebuilt in the coronavirus disease 2019 (COVID-19) pandemic context. The study fits within the broader ambit of adaptation strategies for the tourism and hospitality industry in crisis contexts and contributes toward theory around the development of a body of research on crisis and disaster management. Tourism and hospitality remain powerful vehicles for socio-economic growth and development as well as for job creation ( Bama and Nyikana, 2021 ). Africa is a broad continent with 54 countries, and, according to the African Union (AU) is loosely divided into five regions, namely, North African region, West African region, East African region, Central African region, and, the Southern African region, with these regions offering unique and sometimes overlapping tourism and hospitality offerings ( Leke et al. , 2021 ).

The extent and reach of the COVID-19 pandemic, the global nature of its spread and the tremendous impact it has had on various aspects of life, including the tourism and hospitality sector have signalled that Africa as a continent which largely relies on tourism as a catalyst across the economy in terms of production and employment creation, and demand for transport, telecommunications and financial services has endured a dramatic shock thereby highlighting the inherent vulnerability of the travel and tourism sector and communities dependent on transnational tourist flows ( Leke et al. , 2021 ). Current academic and societal discourse therefore focuses on how the tourism and hospitality sector can respond to the evolving and ongoing crises, and ultimately how tourism and hospitality will recover as socio-economic activities in society, the basis of which form a central objective of this enquiry ( Jamal and Budke, 2020 ). In the COVID-19 context, the current research focuses on the argument that in view of the growing number of disasters, crises and pandemics, their frequency and complexity, there is a dearth of academic, industry and societal consideration within the African context on the theoretical and practical innovations and adaptations that would provide a firm response system to the vulnerabilities presented by these situations. This paper therefore explores and discusses the innovations and adaptations required for rebuilding Africa's tourism and hospitality sector during and post the COVID-19 pandemic.

Tourism and hospitality in Africa (2019–2021)

In contemporary times, the tourism and hospitality sector in Africa has been growing exponentially. Undoubtedly, tourism is recognised as a key feature in the development of African economies over the past few decades ( Monnier, 2021 ). In 2018, Africa was the second-fastest growing tourism region globally and contributed 8.5% of the gross domestic product (GDP) equating to USD 194 billion ( Atta, 2019 ) and contributed USD 24.3 billion (6.7%) to the total employment ( Jumia, 2019 ). Additionally, the continent attracted 67 million international tourists in the same period. Apart from international tourists, domestic visitors also reported the highest visitors' expenditure at 56% compared to international visitors at 44%. The expenditure was accumulated majorly from leisure tourists and only 29% was from business tourists ( Jumia, 2019 ). In 2019, tourism contributed almost 7% of the GDP in Africa ( Monnier, 2021 ), making it one of the sectors driving economic growth. The top ten ranked countries for travel and tourism in 2019 were Mauritius, South Africa, Seychelles, Morocco, Namibia, Kenya, Tunisia, Cape Verde, Botswana and Tanzania ( Jumia, 2019 ). In addition, Morocco (12.93 million) and South Africa (10.23 million) were ranked as the top African countries with the most international tourist arrivals ( Statistica, 2020 ). Regionally, Central (45%), West (29%) and East (28%) Africa received the most domestic tourists, respectively, in 2019. The most preferred amenities by these domestic tourists were restaurants at 26% followed by the lounge at 17%, breakfast and swimming pool at 16%, Internet at 12%, the air conditioner at 10%, airport transfer and business centre at less than 5% ( Jumia, 2019 ). Furthermore, various international brands in the accommodation sector that are based in Africa such as Accor, Marriott International, Radisson Hotel Group, Hilton, InterContinental Hotels Group, Best Western Hotels & Resorts, Meliá Hotels & Resorts, Hyatt International, Rotana Hotels, and Mangalis Hotel Group were recognised as top ten brands in 2019 based on the number of existing hotels and rooms ( Jumia, 2019 ). The sector is recorded to have employed more than 24 million people in 2019. Continued growth was predicted until the sector encountered COVID-19, a pandemic which erupted towards the tail end of 2019, with its rapacious effects being reflected on the tourism and hospitality sector on the global, but specifically the African ecosystem during the first quarter of the year 2020 ( Bama and Nyikana, 2021 ). Consequently, there has been an unprecedented crisis within the sector.

Although all tourist destinations strongly feel the impact from the pandemic-related crisis, not all have the same vulnerabilities or capacity to recover. With the COVID-19 pandemic fully entrenched on the continent since early 2020, Africa lost approximately USD 55 billion in travel and tourism revenues ( Monnier, 2021 ). The unprecedented loss of revenue and employment due to pandemic-induced lockdown restrictions resulted in the halting of many business operations with companies having to downsize and, in some cases, closing operations ( Richardson, 2020 ). Consequently, an estimated of 12.4 million employment opportunities were lost in Africa due to the pandemic ( Statistica, 2020 ). In some countries, only essential services businesses were allowed to operate, and, tourism and hospitality, considered by most countries as non-essential services, and a potential super spreader of the virus were suspended. As such, the sector was one of the hardest-hit by the effects of the COVID-19 pandemic since it relies on the movement of people, a phenomenon that strategies put in place to flatten the COVID-19 curve such as community lockdowns, social distancing, stay-at-home orders, travel and mobility restrictions did not allow. Africa, a regional destination that significantly relies on inbound travel, suffered the most as the domestic market could not sustainably propel the industry due to vast challenges across many countries on the continent ( Monnier, 2021 ). With tourism demand completely grounded because of tourists' inability to travel, hotels, airlines and ground operators such as tour operators and travel agents were all grounded. With so many livelihoods dependent on the tourism and hospitality sector on the continent, the ripple effects of the pandemic were further entrenched and stretched into 2021. However, as the restrictions were lifted piecemeal, other factors such as tourists changing needs and travel preferences, vaccination and quarantine requirements and sundry travel bans began to dictate demand ( Rogerson and Rogerson, 2021 ). Although the sector has had the resilience in past situations to bounce admirably back from such shocks, it is debatable that the sector could begin to recover from the current crisis given the global nature of the crisis and the constant changing evolution and outlook as well as the uneven global progress with the management of the crisis. The management of this crisis has shone a spotlight on crisis management in the sector, as well as resilience building, highlighting the fact that the recovery and revival of the sector needs to be firmly modelled around the concept of resilience ( Leke et al. , 2021 ).

Adaptations and best practices in the African tourism and hospitality industry in dealing with the COVID-19 pandemic

Even before reporting of the first case in Africa, ministers of health held an emergency meeting, the outcome of which was the declaration of the Joint Africa Continental Strategy on COVID-19 which was anchored on collaboration and solidarity ( Leke et al. , 2021 ). According to the World Tourism and Travel Council report, pre-pandemic projections reflected that the travel and tourism sector employs 24.6 million people on the African continent and accounts for 3.7% of the continent's GDP ( WTTC, 2021 ). These figures have almost all been placed at heightened risk. To alleviate this, the continent is impinged upon to establish adaptations and best practices to facilitate the management of the pandemic in its current context. Africa is not new to health pandemics, with examples such as the HIV/AIDS pandemic and the Ebola virus having ravaged the continent at different periods in recent times. However, the difference with COVID-19 is with the scale and extent of its spread and the impacts it has had on the socio-economic fabric of the tourism and hospitality ecosystem of the continent. This requires an equal breadth of concertedness from continental players and partners to design adaptations that will project the continent towards rebuilding the sector. As such policymakers must continue to support businesses within the tourism and hospitality sector that have been disrupted by the COVID-19 pandemic.

Furthermore, there is a requirement for the adaptation of products and services within the tourism and hospitality sector in Africa. During the early stages of the pandemic, and with very stringent regulations in place in most countries, the need for the institution of innovative and creative strategies to deal with ever-changing and uncertain times was essential. For example, in the case of Kenya, the earliest policy response to the pandemic was the National 2019 Novel Coronavirus Contingency (Readiness and Early Response), released in January 2020, which sought to initiate adaptations that could prevent the spread of the virus into Kenya, but open borders were maintained. Even with the policy instrument in place, it took pressure from the courts to force the government to suspend flights from China on February 28th, 2020. Existing enquiry suggests therefore that the African approach to combatting the virus needs to be anchored in collaboration and solidarity around public health systems. Successes that have been highlighted in this regard include the Partnership to Accelerate COVID-19 Testing (PACT), launched by the African Union Commission (AUC) and the Africa Centres for Disease Control and Prevention (Africa CDC) in April 2020, which enabled Africa, initially shoved aside when global demand for diagnostics rose, to increase the number of countries with testing capacity from 2 to 43 in 3 months, procure more than 90 million test kits and train thousands of health workers ( Leke et al. , 2021 ). The new public health order however requires more predictable long-term funding, joint priority setting and stronger mechanisms to manage the allocation of funds.

Large parts of the global community have had the advantage of relying on captive domestic and regional audiences. But in Africa, domestic tourism has been overlooked for a long time. The tourism and hospitality sector needs to be oriented towards more diversified markets so that there is greater resilience in future. However, all is not lost for Africa's hard-pressed tourism and hospitality sector as some countries are already setting a plan in place to entice domestic tourists. South Africa, which welcomed ten million international tourists in 2019, made local tourism in 2020 a focus of its recovery plan. In addition, Rwanda, with advisory support is developing a recovery strategy that includes developing local and regional markets. Meanwhile in Kenya, entry fees to all game parks and reserves have been cut for one year to attract more local tourists ( Leke et al. , 2021 ). This is demonstration that around the continent domestic tourism is gaining recognition as an alternative form of tourism.

Innovations to rebuild the African tourism and hospitality industry between 2022 and 2030

Across the continent, one very glaring realisation has been greater calls for promotion of regional and transnational travel which should provide opportunities to deal with the decline in international travel brought about by the ongoing travel bans and mobility restrictions that are sometimes imposed on countries from Africa by international destinations. The proliferation of these restrictions has meant that the continent paints a bleak picture of a potential economic recession, one which if it is to be averted demands concerted on sufficient policy responses, access to sufficient and affordable financing and strengthened policies for job creation within the tourism and hospitality sector, as with all other sectors.

Digital transformation is arguably Africa's biggest opportunity arising from the crisis, as the pandemic has created an opportunity for acceleration in digitisation as the continent has continued to lag the rest of the world in this area. COVID-19 is proving to be a catalyst in the travel and tourism sector's quest for innovation and the integration of new technologies. Amid stay-at-home orders, digital adoption and consumption are on the rise, with consumers now expecting contactless technologies, among others, as an essential prerequisite for a safe and seamless travel experience. The COVID-19 pandemic transformed how people interact with each other, receive medical care, spend leisure time and conduct many transactions of daily life. These changes have accelerated the migration to digital technologies at a stunning rate. The necessity to adopt remote modes of work will contribute to this acceleration especially in the areas of digital transformation, the accelerated adoption of information and communications technologies (ICTs) and the scaling up of investments in areas of physical and technological infrastructure. As digitisation and innovation offer tremendous opportunities for the travel and hospitality industry on the continent, which should be embraced, precautions are needed to make sure employees and local communities are not left behind. Consequently, commensurate training needs to be boosted in order to equip the workforce with both basic and advanced digital skills.

The ramifications of the COVID-19 pandemic brought to the fore the significance of having a mutually beneficial collaborative relationship between the health and safety sector and the tourism and hospitality sector. In contemporary times, the African tourism and hospitality sector has oftentimes overlooked health and safety requirements which have always been a necessity, even though the sector is sufficiently laden with these protocols from both a regional and individual country perspective. The critical challenge has mostly arisen around fragmented implementation. Going forward, personal experiences, the fear of being stuck in another country and concerns for physical distancing will guide consumer behaviour in the short- to mid-term. Businesses will have to continue to collaborate even more closely with their extended value chains, especially employees and suppliers, to ensure readiness and implement like-minded protocols. In this context, trust between travellers and employees, businesses and suppliers, and visitors and local communities will be a leading engine in the recovery of the tourism and hospitality industry. Additionally, Africa's health and safety sector have more work to be done as most of their health and safety infrastructure relies more on importing of required supplies from more established geographies or continents. For instance, the outbreak of the COVID-19 pandemic starkly highlighted some of these challenges, especially in the instance of vaccine procurement and roll out. Rife were voices that cried foul considering issues around vaccine nationalism, noting that as wealthy nations continue hoarding vaccines, new dangerous COVID-19 variants will continue emerging. This could be a serious threat to the tourism and hospitality sector, especially during the COVID-19 pandemic era where health and safety is now part of the considerations in the traveller's decision-making process.

The call for Africa to begin efforts towards the manufacture of vaccines for the continent has gradually been heeded, and efforts are now in place with German biotechnology company BioNTech announcing that it will be building a vaccine manufacturing facility in Rwanda, to be followed by a second in Senegal, being seen as a game changer ( Leke et al. , 2021 ). With only 60 million of the total population of 1.22 billion, equivalent to 5%, having been fully vaccinated by the end of September 2021, there is a shortfall of many tens of millions of doses in the market and this announcement is a tell-tale sign that once the manufacturing gets underway, the shortage will be overcome in due course. For equitable access to COVID-19 vaccines in Africa, a good strategy will be to improve on approaches that have already worked on the continent such as South Africa's approach to HIV/AIDS campaigns have shown in the past. Additionally, addressing the challenge of universal accessibility of vaccines for low-income countries will require collaboration among governments, the private sector and global health agencies. Vaccine hesitancy further poses a potential threat to the achievements of vaccination programmes in Africa. In this regard, efforts at the incorporation of the voices of all stakeholder groups is suggested, as this would ensure effective and accurate communication and foster perception shifts around vaccine uptake, which in a nutshell would foster more trust in the easing of travel restrictions within the region and lay the framework for the revival of the tourism and hospitality industry. Consequently, African governments should continue organising effective vaccine awareness campaigns and community engagement to combat vaccine misinformation and hesitancy.

While COVID-19 has exacerbated the economic strain of the region in relation to the tourism and hospitality sector, it is not in anyway responsible for all the socio-economic challenges faced by the continent. The COVID-19 pandemic is shrouded in uncertainty and vulnerabilities, suggesting that creativity is key to rebuilding the tourism and hospitality sector. The sector should not have to wait for post-pandemic conditions as there is no suggestion of such, given the increasing variant mutations being experienced. Consequently, the tourism and hospitality industry have a mandate to continue finding more creative avenues to create offerings that can be consumed during the pandemic period, and, in so doing, the tourism and hospitality industry could be resuscitated despite the challenges posed by the pandemic. Additionally, facilities and measures that enable people to travel should be developed or modified to enable both domestic and regional travel.

Despite these innovations regarding the road to rebuilding the tourism and hospitality industry between 2022 and 2030, it is also pivotal to note that these innovations rely on good and transparent governance to be effectively implemented. The COVID-19 pandemic has revealed that reliance on individual national mechanisms, legislation and strategies is insufficient. Governments should therefore strengthen their bilateral and multilateral relations for the tourism and hospitality sector to be revived. Good and transparent governance does not only pertain to effective and efficient policy implementation, however, but also stretches to the accountability on the utilisation of the resources and elimination of corruption. This is a significant component, which if dealt with could drive growth in the tourism and hospitality sector in the region to unprecedented levels during and post the pandemic era.

As this paper has highlighted, the number of natural- and human-influenced disasters and crises is on the increase. For the African tourism and hospitality industry which has previously experienced the ripple effects of other global disasters, COVID-19 has proven to be the most debilitating. Although disasters are always going to be different in nature and extent of their impacts, the necessity of contingency planning cannot be overemphasised as it provides the basis for response actions and guides the processes pre-pandemic, during and post-pandemic actions. It has also highlighted the need for better preparation and more efficient contingency planning to include both the observations of the warning signs and the implementation of effective post-disaster strategies to help overcome the negative effects that can occur. The disruptions with travel plans forewarned the tourism and travel industry that there was a “problem” and in some manner, the needs to establish early warning signals to the rest of the industry of a pending disaster.

In addition, the importance of a perception shift regarding domestic tourism in Africa through continuous conversations by stakeholders in the industry is emphasised, with a recommendation made for effective public and private partnerships whereby tourism businesses reach out to government not only when faced with challenges, but also to offer ready-to-implement solutions, highlighting the need for continuous engagements across the sector. Continental structures such as the African Union (AU), Economic Community of West African States (ECOWAS), Southern African Development Community (SADEC), Economic and Monetary Community of Central Africa (CEMAC) and others need to have more robust engagements that could provide insights for policy and managerial recommendations to policymakers and other stakeholders within the tourism sector. Additionally, the study suggests increased consultation between key stakeholder groups, such as the African Tourism Board (ATB) and other organisations, making it therefore imperative to set up a framework to guide how the communication between the different stakeholders' groups involved in, and impacted on by, the pandemic should be managed more broadly.

The tourism and hospitality industry is not only vital to established economies, but also to emerging economies such as those found within the African continent, as it employs a considerable number of employees. It is, however, often considered to be a luxury spend, resulting in it being an expense that is “cut” first. It also appears to be an industry that is not able to recover quickly due to the disastrous effects of COVID-19 lingering for longer. The tourism and hospitality industry tends to be more reactive than proactive, and a concerted focus therefore needs to be invested in getting the tourism and hospitality operators to learn to live with COVID-19 as it is not possible to wait for the post-COVID-19 period before rebuilding the sector. The industry needs to make the necessary changes to continue doing business. Each disaster will be different, have different effects on the community, employees and stakeholders but a pre-, during- and post-disaster plan; needs to be considered for the rapid recovery of businesses, regions and industry.

Furthermore, the study proposes the need for building of stronger frameworks of collaboration between the public and private sectors such that inequalities and vulnerabilities could be tackled collectively while building a more resilient, inclusive, and sustainable domestic tourism sector through clear and concerted recovery plans and focused regional tourism marketing campaigns directed towards stimulating demand for Africa's tourism products. In this regard, there is a need for coordination between different levels of government, as well as public–private partnerships and networks, in governing tourism, to prevent potential conflicts of strategy across agencies, sectors and scales in regulating interconnected flows. This way, governance arrangements can become more integrated and adaptive, considerate of interactions and trade-offs.

Finally, in terms of the Sustainable Development Goals (SDGs), this study's outcomes to the extant research that seeks to promote the accelerated process of innovation and sustainability in line with goals 9 and 12 which is propose innovation and responsible consumption and production as the industry was forced to adapt to new ways of providing services and ensuring sustainability. Africa should continue to explore partnership avenues to accomplish these SDGs ( United Nations, 2015 ).

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Bama , H.K.N. and Nyikana , S. ( 2021 ), “ The effects of COVID-19 on future domestic travel intentions in South Africa: a stakeholder perspective ”, African Journal of Hospitality, Tourism and Leisure , Vol.  10 No.  1 , pp.  179 - 193 .

Jamal , T. and Budke , C. ( 2020 ), “ Tourism in a world with pandemics: local-global responsibility and action ”, Journal of Tourism Futures , Vol.  6 No.  2 , pp.  181 - 188 .

Jumia ( 2019 ), Hospitality Report Africa 2019 , 3rd ed. , Jumia Travel , Nairobi .

Leke , A , Signe , L and Songwe , V ( 2021 ), “ Emerging stronger: how Africa’s policymakers can bolster their economies during and beyond the COVID-19 crisis ”, in Ordu , A.U. and Golubski , C (Eds), Foresight Africa: Top Priorities for the Continent in 2021 , Brookings Africa , pp. 4 - 8 , available at: http://foresightfordevelopment.org/library/55/1474-foresight-africa-top-priorities-for-the-continent-in-2021 (accessed 4 January 2022 ).

Monnier , O. ( 2021 ), “ A ticket to recovery: reinventing Africa's tourism industry ”, available at: https://www.ifc.org/wps/wcm/connect/news_ext_content/ifc_external_corporate_site/news+and+events/news/reinventing-africa-tourism ( accessed 15 December 2021 ).

Richardson , H. ( 2020 ), “ Africa's fast-growing tourism industry could lose up to $120 billion and millions of jobs ”, available at: https://qz.com/africa/1888306/africa-tourism-market-to-lose-up-to-120-billion-with-covid/ ( accessed 15 December 2021 ).

Rogerson , C.M. and Rogerson , J.M. ( 2021 ), “ COVID-19 and changing tourism demand: research review and policy implications for South Africa ”, African Journal of Hospitality, Tourism and Leisure , Vol.  10 No.  1 , pp. 1 - 21 , doi: 10.46222/ajhtl.19770720-83 .

Statistica ( 2020 ), “ Selected African countries with the largest number of international tourist arrivals in 2019 ”, available at: https://www.statista.com/statistics/261740/countries-in-africa-ranked-by-international-tourist-arrivals/ ( accessed 15 December 2021 ).

United Nations ( 2015 ), “ Sustainable development goals ”, available at: https://sdgs.un.org/goals ( accessed 31 December 2021 ).

WTTC ( 2021 ), “ Travel and tourism economic impact 2021: global economic impact and trends ”, World Travel and Tourism Council , available at: https://wttc.org/Research/Economic-Impact (accessed 15 December 2021 ).

Further reading

Gursoy , D. and Chi , C.G. ( 2020 ), “ Effects of COVID-19 pandemic on hospitality industry: review of the current situations and a research agenda ”, Journal of Hospitality Marketing and Management , Vol.  2 No.  5 , pp.  527 - 529 .

Statistica ( 2021 ), “ Number of jobs lost in the travel and tourism sector in Africa from the coronavirus (COVID-19) pandemic in 2020 ”, By Scenario, available at: https://www.statista.com/statistics/1193571/tourism-jobs-lost-from-covid-19-in-africa/ ( accessed 15 December 2021 ).

Acknowledgements

The authors would like to acknowledge the Cape Peninsula University of Technology.

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Chapter 11. Risk Management and Legal Liability

11.6 Conclusion

Risk management in tourism and hospitality is complex, involving aspects of adhering to statutory requirements, taking steps to ensure occupational health and safety requirements are met, and undertaking an analytical approach to mitigating potential liabilities. Most of the actions required need to be proactive by the operators; failing to do so may result in negative impacts to reputation, damage to property, fines, lawsuits, or in the most tragic result — injury to guests or employees. Companies not only have a moral and ethical responsibility to practise effective risk management, failing to do so can result in financial ruin and the cessation of operations.

This chapter reviewed an important consideration for tourism and hospitality professionals. Chapter 12 addresses another key component of the industry in BC, Indigenous Tourism.

• Breach in the standard of care: failure of the defendant to work to the recognized standard
• Capacity: the ability of a person to enter into a legal agreement; depends on the age and mental state of the person (among other factors)
• Causation: a strong link between the actions of the defendant and the injury to the plaintiff
• Commercial general liability insurance: the most common type of liability insurance that provides coverage for litigation; generally, legal costs and personal injury settlements arising from a lawsuit are covered
• Consideration: the value exchanged between parties in the contract (money, services, or waiving legal rights)
• Duty to care: the relationship between the plaintiff and defendant (monetary, supervisory, custodial, or otherwise) that requires a responsibility on behalf of one party to care for the other
• Employment Standards Act: defines legal requirements around employment such as minimum wage, breaks, meal times, vacation pay, statutory holidays, age of employment, and leave from work
• Exposure avoidance:  a risk control technique that avoids any exposure to that particular risk
• Hotel Guest Registration Act:  requires hotel keepers to register guests appropriately, which includes noting a guest’s arrival and departure dates, home address, and type and licence number of any vehicle
• Hotel Keepers Act: allows an accommodation provider to place a lien on guest property for unpaid bills, limits the liability of the hotel keeper when guest property is stolen and/or damaged, and gives the provider authority to require guests to leave in the event of a disturbance
• Inherent risk: risk that is inherent to the activity and that cannot be removed
• Injury:  proof the plaintiff did in fact receive an injury resulting in damage; can be bodily injury or property damage
• Intentional torts: assault, battery, trespass, false imprisonment, nuisance, and defamation
• Liquor Control and Licensing Act: defines the ways in which alcohol can be made, imported, purchased, and consumed in BC
• Liquor Control and Licensing Branch (LCLB): the BC government agency responsible for legislation and control of alcohol sales, service, manufacture, import, and distribution in the province
• Loss reduction: a risk control technique that reduces the severity of the impact of the risk should it occur
• Negligence: failing to meet a reasonable standard of care toward others despite being required to do so
• Occupiers Liability Act: specifies responsibilities for those that occupy a premise such as a house, building, resort, or property to others on their property
• Perceived risk: the perception of the risk level of the practice, activity, or event; varies greatly from person to person
• Real risk: the actual risk of the practice, activity, or event; generally determined by statistical evidence
• Resort Associations Act: developed to provide opportunities to fund a variety of promotional services for a community; the Act defines what it means to be a resort community
• Risk: the possibility for loss or harm
• Risk management: practices, policies, and procedures designed to minimize or eliminate unacceptable risks
• Risk retention: the level of risk that is retained by the company through a conscious decision-making process
• Risk transfer: a risk mitigation strategy where the risk is transferred to a third party through contract or insurance
• Self insuring: the practice of an operation retaining the risk rather than transferring through insurance; may be a conscious choice or a necessity based on lack of available coverage
• Travel Industry Regulation : part of the Business Practices and Consumer Protection Act that outlines the requirements for licensing, financial reporting, and the provision of financial security for travel sales
• Unintentional torts: primarily consist of negligence
• Waiver: a document used as a risk management technique where the responsibility for the risk is transferred to the participant through contract and voluntary acceptance of risk
• WorkSafeBC:  BC’s occupational health and safety organization
• What is your personal level of risk tolerance?  Would you consider it low or high?  How does this change when you have responsibility for others?
• Think of a time when you have had a duty to care for someone. What was the relationship?
• Think of a tourism company you are familiar with. Develop a thorough list of all of the risks applicable to the company. Which ones concern you the most? How would you figure out which risks are the most concerning?
• What are four items that should be included in a waiver for it to be effective?
• Name three types of insurance relevant to tourism operators.
• Name the four elements of a negligence action that have to be proved in the courts in order for a claim of negligence to be successful.
• Under contract law, what does the concept of capacity mean? How does it relate to the issue of minors and their ability to sign a waiver?
• List and describe four BC statutes that apply to tourism and hospitality operations.
• Imagine you are working at the front desk of a hotel and you get a complaint that fighting and loud singing can be heard coming from a guest’s room. According to the Hotel Keepers Act, what steps are you required to take? What is the penalty to the hotel if you do not take the proper steps?
• Take a look at the frequently asked questions for the Employment Standards Act. List three benefits of the Act for employers and employees.

Case Study: Tort Law

In January 2015, a Kamloops woman sued Sun Peaks Resort Corporation after incurring a leg injury on the resort’s tubing terrain. The incident took place in 2013.

In court documents, Pamela Boileau said she visited the resort with her husband and two young children to use the tube park, where, she claimed, no signs were posted restricting the age of children allowed to use the facility. She then took a ride with her husband and their baby.

According to her filing, “the ride was very fast and bumpy and the tubes went high on the berm and then hit a big bump and the plaintiff’s infant daughter went flying out of her tube” (Petriuk, 2015). In order to help her daughter, Boileau stopped the tube she was riding in abruptly and broke her leg in multiple places.

According to Boileau, the next day the resort erected signage prohibiting children under four years of age from using the tubing park. She sued for general damages, special damages and interest, and money for past and future health care. The lawsuit named Sun Peaks Resort Corporation and four employees in the claim.

Based on this description of the claim, as circulated in the media, answer the following questions to the best of your ability:

• What evidence is there that staff at the resort had engaged in the four stages of risk identification? For each stage, note what the resort could have done differently.
• What were the real, perceived, and inherent risks of using the tube park? How would these be different for an adult participating in tubing and a small child?
• Duty to care
• Breach in the standard of care
• Search online (terms: boileau, sun peaks resort) to find the updates on what happened with the parties involved. Did the outcome of the lawsuit differ from what you expected?
• What is your personal feeling about who is responsible for the injury in this case? How does that differ from what the law has to say?

British Columbia Ministry of Justice. (2015, April 15).  Law basics – Liquor licensing in BC – Liquor Control and Licensing Branch. Retrieved from www.pssg.gov.bc.ca/lclb/LLinBC/basics.htm

British Columbia Ministry of Labour. (2015). Employment Standards Act. Retrieved from http://www.bclaws.ca/EPLibraries/bclaws_new/document/ID/freeside/00_96113_01

Canadian Tourism Commission (CTC). (2003a). Risk management guide for tourism operators . Ottawa, ON: Fitzgerald, P.

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Introduction to Tourism and Hospitality in BC - 2nd Edition Copyright © 2015, 2020, 2021 by Morgan Westcott and Wendy Anderson, Eds is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

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