PurposeThe purpose of the study is to investigate the potentiality and dimensions of promoting handicraft family business practices in handicraft as well as the extent to highlight the local tradition and culture.Design/methodology/approachThis study is an insight from the existing relevant literature on family-owned businesses in handicrafts from time immemorial. Furthermore, data were collected from the 300 respondents using a purposive sampling procedure in which the rate of response was 67%. The structural equation modeling (i.e. SmartPLS 3.0) was used to analyze the construct and test the hypothesis.FindingsAccording to the result, among the 4 hypothesized paths all were supported, but out of 22 relationship paths, 15 paths are considered significant This study shows the relationship among the promotional factors, economic factors and motivational factors, and support and challenges factors have a crucial effect on the adoption of handicraft family business.Research limitations/implicationsThe findings of this study will assist the tourism scholars and managers to apprehend an authentic relationship between age-old practices of the family business as well as the legacy of the family business in art and crafts to empower the local people.Originality/valueThe study is a foremost to ascertain the critical success factors of the adoption of family business practices in art and crafts through rural tourism to empower the local economy.

In the modern era, food mingled with culture and cultural subsets are one of the major tools for tourism destination marketing. Food, culture and tourism have the similar attributes that has formed a gastronomical trilogy differentiating traditional destination marketing from the modern day's destination marketing. The gastronomical trilogy can be defined as a group of similar attributes forming a triangle where each one of them are dependent with each other and the role played by each one is influenced by the other. Hence in this paper, a strong relationship and dependency has been derived among food, culture and tourism for enhancement of destination development and marketing.

The COVID-19 pandemic has halted activities in the global tourism industry, and the situation has only been worsened by the general air of uncertainty and lack of effective vaccinations. Consequently, people have begun testing various remedies to enhance their immunity, primarily turning to traditional medical practices and home remedies. The medicinal use of spices, given their immune-boosting properties, is increasingly popular globally and has enhanced global awareness of spices and their products. In light of this surging popularity, this study examines spice tourism as a concept of niche tourism. This study proposes spice tourism as a valuable post-COVID-19 strategy by providing four different approaches to position spice tourism within special interest tourism. This paper also suggests a tourism development plan for spice tourism and proposes a strategy for its resilience post-COVID-19.

In the present competitive era, the education is based on professionalism and technologically oriented. There are different branches of education, out of which hospitality education is now the center stage to be discussed from the many point of view. In the present context compare to other educational programes , hospitality education is much more demanding, as it is skill based and scope is vast and unlimited. And in the recent past the other technological and management based educational programes has drifted away from the next generation students. Hence the hospitality education which is a service oriented education gaining well paced momentum among the students and parents. The approach taken for this paper is to review and follow the relevant literature, and the empirical analysis has been adopted for the data interpretation being sourced by the primary method, and the study has showcased the prominent parameters on perceptions of hospitality education in Odisha, India. This paper finds and bridges the gap by considering the various present and future research opportunities and arenas of perceptions of hospitality education in between Odisha, India and the western countries. This paper is a valuable resource for the all the stake holders involving in hospitality education like academicians, students , parents , tourism practioners and future researchers to pave the way for growth and development of hospitality education

Purpose This paper aims to investigate the specific tea tourism (TT) determinants. This paper uses the Porter’s Diamond model to critically examine how India and Sri Lanka gained a competitive advantage in the international market. Design/methodology/approach A cross-country study was conducted in which TT destinations in both India and Sri Lanka were considered for study. TT stakeholder perspectives were assessed through the Porter Diamond model, whereas data collection was based on a structured questionnaire that adopted the conceptual model (refer to the questionnaire as annex 1). Findings This study revealed that each determinant of Porter’s Diamond model (i.e. Factor Conditions – FC, Demand Conditions – DC, Related and Supporting Industry – RSI, Firm Strategy, Structure and Rivalry – SSR, Government – GO and Situational Force – SF) is playing a significant role in TT and India has an edge on Sri Lanka as a TT destination over each determinant of Porter Diamond model. Research limitations/implications This study restricts its scope to the present TT stakeholders of India and Sri Lanka, comprising 6 latent variables and 31 indicators, offering opportunities for future research to tourists and local residents in TT using the same model variables, and indicators. Practical implications This study highlights the emerging TT destinations in India and Sri Lanka by sensitizing the competitiveness and comparativeness using Porter’s Diamond model through the partial least squares structural equation modeling. Originality/value This study reflects a unique way of exploring emerging TT destinations through Porter’s Diamond model, signifying the competitive advantage.