This paper explores the new travel risk scenario by analysing travel risk perception during the pandemic and proposes measures to improve traveller confidence based on the issue-attention cycle. The study was conducted during two stages of the pandemic. During the initial stage, travellers’ decision-making process was studied to learn why travellers chose to maintain or cancel travel plans and what variables influenced their travel risk perception. An online survey was conducted with data collected from 1075 travellers residing in 46 countries (52 nationalities). The second stage of the study started at the beginning of de-escalation in Europe. A qualitative study was conducted in which 28 international hospitality experts were interviewed. They were asked about specific measures to encourage tourism from a global perspective. The results help tourism authorities and companies better understand tourist behaviour and provide concrete measures for restarting tourism.

Purpose: The purpose of this paper is to analyse the future of the implementation of artificial intelligence (AI) technologies in services experience provided by cultural institutions (e.g. museums, exhibition halls and cultural centres) from experts’, cultural tourists’ and users’ point of view under the Industry 5.0 approach. Design/methodology/approach: The research was conducted using a qualitative approach, which was based on the analysis of the contents obtained from two roundtable discussions with experts and cultural tourists and users. A thematic analysis using NVivo was done to the data obtained. Findings: From a futuristic Industry 5.0 approach, AI is considered to be more than a tool – it as an integral part of the entire experience. AI aids in connecting cultural institutions with users and is beneficial since it allows the institutions to get to know the users better and provide a more integrated and immersive experience. Furthermore, AI is critical in establishing a community and nurturing it daily. Originality/value: The most important contribution of this research is the theoretical model focused on the user experience and AI application in services experiences of museums and cultural institutions from an Industry 5.0 approach. This model includes the visitors’ and managers’ points of view through the following dimensions: the pre-experience, experience and post-experience. This model is focused on human–AI coworking (HAIC) in museums and cultural institutions.

Since 1990, both people’s recognition of the need for sustainability around the world and environmental management systems in the tourism industry have been growing. Academic studies have primarily focused on the willingness of consumers to pay more to stay in major hotel chains, finding that the incorporation of environmental management systems (EMSs) is a way to save money by reducing costs, while improving the image and competitive advantage of these chains in the market. However, the aggregate environmental impact of tourism activity does not only depend on the practices of industry leaders. It also relates to the degree to which all stakeholders adopt these practices. Boutique hotels fall under the category of small-sized accommodation and are characterized by their size, independent management, and respect for the local environment. Hotel consumers display positive attitudes with respect to green hotel practices, which provides a starting point for motivating hotels to continue working on improving their environmental impact performance. For this reason, the objective of this paper is to determine whether boutique hotel clients are willing to pay more for a hotel with an environmental management system. Two dependence techniques are applied, logit regression and linear regression. The results show that the respondents’ age and income, as well as the strength of their environmental commitment, are determinant factors of whether clients would pay more to stay in a boutique hotel with an EMS. This preliminary study tries to investigate the “willingness to pay” in the Spanish boutique hotels. The originality of this article responds to the demand for a more holistic perspective on the hospitality sector, contributing to the understanding of hotel clients and their willingness to pay more for an EMS.

As we reach the fifth anniversary of the Declaration of the United Nations 2030 Agenda for Sustainable Development, the tourism sector responsible for over 10% of the world’s GDP still does not have an open-source, sustainable management criteria that would enable and empower them to “walk the talk” to contribute to the Sustainable Development Goals (SDGs). The purpose of this paper is to fill the gap in the social sciences and business management literature by providing a theoretical Sustainable Strategic Management Model (SSMM) proposal for the Fourth Sector (4S), Small- and Medium-sized (SMEs) Hotel companies (4S-SM-HCs), which are committed and have the will to contribute firmly to the 2030 Agenda. Based on their corporate purpose and aligned with the SDGs, this article provides a holistic proposal with a multi-stakeholder approach, adding the SDG perspective. Through a qualitative research methodology based on two focus groups in which the main stakeholders and the management team of the 4S-SM-HC under examination took part, a theoretical SSMM is co-defined so that the hotel company can make significant contributions to the five areas of the SDGs. Basing their structure on the internationally recognized Global Sustainable Tourism Council (GSTC) Criteria and co-created through social learning, this SSMM proposes four strategic management axis and develops ten principles of ethical performance (PEP). The main contributions of this article are two: (1) to provide an ecosystemic SSMM proposal to the 4S-SM-HCs to allow them to make significant contributions to the SDGs, and (2) to facilitate a methodological framework with a multi-stakeholder approach and SDG perspective to enable them to contribute to the wellbeing of people, the community and the planet.