Purpose The debate on tourism sustainability and its contribution to local development has been very active, especially in connection with world heritage sites (WHSs). The analysis conducted was intended to evaluate the role of information and communication technologies (ICTs) in promoting sustainable tourism, stating the relevance given online by local and international operators to the fact a destination was a WHS and to its commitment over sustainability issues. With this aim, the authors aim to take the perspective of a person navigating online to collect information on possible travel to a specific globally recognised WHS: the Victoria Falls. Design/methodology/approach In this paper, for its structure, the authors propose the UN World Tourism Organisation book on sustainability (Sustainable Tourism for Development Guidebook, 2013) to define a framework suitable for a content analysis of websites and mobile applications – available to a prospective traveller, interested in visiting the Victoria Falls, one of the most known WHSs in Africa, not directly for a heritage end. Findings There are 91 available online resources that have been studied to assess whether the Victoria Falls is an area recognised and protected by UNESCO; the presence of sustainability-related contents; and the importance of information providers covering this topic and sharing with readers. A potential tourist to the Falls is not well informed online about issues related to sustainable tourism; his attention is likely not to be drawn to such issues, at least not explicitly. The results show there is plenty of room to improve the online communication value of an area recognised by UNESCO. Originality/value Literature does not offer other studies linking both WHSs and sustainability (and the related issues) to ICTs and adopting the tourist point of view. Using a WHS case, the results give evidence of the lack of a proper online communication, underlying the outstanding value of the area, and the destination’ initiatives towards sustainability. Results suggest how relevant could be for a destination to offer a proper and complete online communication, to educate travellers about the several implications of being a WHS and about a sustainable and responsible behaviour in case they choose to visit it.

Market instability is reflected in the manufacturing sites, by quickly cancelling out benefits derived from the adopted localization solutions, and thus making it difficult for businesses to make choices, that is, adopting options that remain valid and almost unchanged over the long term.Keywords: Over-Supply; Manufacturing Localization; Manufacturing Localization Choices; Dynamic Localization; Market-Driven Management Over-Supply and Localization ChoicesThe highly intense competition businesses have to face in many of today's markets is due to the complex interaction of many factors: over-supply 1 (the proliferation of brands and products, way beyond demand absorption potential), the importance of time 2 in manufacturing processes and in satisfying demand, globalisation processes and environment instability (and the ensuing business instability).Businesses confronted with this complexity find new ways to face the manufacturing problem, and hence its relationship with time and space (manufacturing localization). The existence of markets dominated by the mechanisms typical of over-supply stimulates businesses to search for manufacturing solutions that can combine manufacturing time requirements (the need to reduce the action-reaction times related to demand requirements) with spatial requirements (the importance of controlling the areas deemed important for

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Cooperation in tourism is considered crucial for sustainable destination promotion, addressing several opportunities to decrease the level of competition among actors to achieve advantages for all. Global markets force rapid, virtual teaming up and high reconfigurability through heavy reliance on information and communications technology in the pursuit of specific market opportunities for a destination’s heritage promotion. In light of a reshaped destination management organization role, this work focuses on temporary cooperation and adapts the dynamic virtual enterprise model to tourism. A case history in Brescia was examined to support the theoretical construct. The resulting conceptual schema highlights the main features of a virtual enterprise in tourism (VEt), the life cycle stages—qualified by dynamic adaptation—and the leadership role of the destination management organizations. In generating a VEt model, four conditions for effectiveness emerge.