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

The current Covid-19 pandemic has impacted tourism industry the hardest and has steered a total standstill in the multibillion industry, causing economic crisis globally. This paper attempts to assess the impacts and management strategies of agritourism in Brunei. Due to the constant evolvement of knowledge and management strategies during this unprecedented time, qualitative approach using semi-structured interviews was deemed appropriate for this research. This paper focuses on agritourism farms in Brunei during Covid-19 to study the implication and contingency plans to divert such crises. Findings from this study indicates that strategies employed by the Brunei agritourism farms were (1) the diversification of economic activities towards product innovation and agribusiness expansion to mitigate tourism revenue loss; (2) digital transformation such as, contact tracing app, the introduction of virtual tourism as well as the use of social media to promote agritourism as lower-risk tourism; (3) adaptive human resources strategy by encouraging community capacity building such as upskilling and training of local farmers to stimulate new agritourism skills and establish more future-ready workforce. The strategies adopted by the agritourism farms in Brunei could provide lessons to neighbouring countries and the ASEAN region to prepare for a crisis-resistant agritourism in the future.

Within the dynamic global tourism industry, understanding the reasons for a destination's competitiveness is essential in order to enhance its performance, facilitate more effective destination management, and inform its overall sustainable economic development. This paper applies Kim and Wicks’ (2010, July 30. Rethinking tourism cluster development models for global competitiveness, international chrie conference-refereed track, University of Massachusetts) tourism cluster development model to Bali – a small, mature destination in the developing economy of Indonesia. It demonstrates that there are complex relationships between: (i) cluster actors; (ii) barriers preventing effective networking; and (iii) the significance of these interactions for the local host community. This paper contributes to the debate by addressing new and different attributes and actors such as transnational corporations, universities, and the concept of co-opetition, as being significant attributes in Kim and Wicks’ initial model. Through a qualitative approach involving N = 23 semi-structured interviews, this paper illustrates intricate issues and relationships that are identified in Bali, a small mature destination. Purposive sampling methods were employed to generate a range of key stakeholders who informed our understanding of ‘cluster actors’ in Kim and Wicks’ terms. The systematic examination of these key tourism elements provides a detailed analysis of the destination's strengths and weaknesses, and a more nuanced understanding of what facilitates a destination's competitive position.

This paper is particularly focused on film-induced tourism investigation as well as its cultural promotion and cultural change effect that impact on both the tourist destinations and the tourist demands. The case studies include the famous Transylvania, Romania as well as the two comparative destinations in Southeast Asia namely Bali in Indonesia, and Penang in Malaysia. Although tourism planners have limited control over the content of the films produced in the respective destinations and how the destinations are being portrayed in films, it is reflected in our studies that, the imaginary, visual representations of the destinations, albeit negative or distorted from their original identities, are still useful and viable to promote the tourist destinations. The three discussion cases form up the stratification of multiple stages in terms of implementing film-induced tourism strategies to promote their destinations, spanning from one of the oldest film-induced tourist destinations Transylvania, to an over decade-long film-induced destination Ubud in Bali, to a sprouting film-induced destination George Town in Penang. Such a stratification of three comparable destinations leads to both the vertical and horizontal evaluation of the effectiveness of film-induced tourism strategies. Hence, a methodology of multiple-case study with mixed-methods characterised by a set of differing qualitative research approaches will be adopted to the three distinctive destinations, respectively. Emerging markets require new techniques and strategies of marketing, especially in the unsettled post-COVID-19 era. Findings may be useful to destination managers in planning an effective destination image strategy in order to achieve the most sustainable positive impacts and aligning the films’ image of the destination with the desired image and the potential audience reach.