Tourism came out to be one of the sector more involved in the sharing economy and in the collaborative consumption phenomenon: the way people choose, buy and live a journey is changed and, even the way to do tourism is changed. Sharing and collaborative consumption, based on trading and swapping, has given the possibility to new companies to emerge and serve travelers as they need to. Today, lot of people doesn't know how to describe the collaborative consumption, but they use it in everyday life. Airbnb, Couchsurfing, HouseTrip and many others are examples of how collaborative consumption meets the tourist industry: different way to satisfy tourist's search for a solution. The aim of the research is to investigate the users' attitude toward online platforms and, how those platforms are changing travel's experience.

Through the stakeholder theory perspective, this paper goes in depth in understanding the important role of family intentions in building relationships with multiple kinds of stakeholders. In literature, the different approach of family and non-family businesses towards social and environmental issues has been extensively discussed without reaching a commonly accepted conclusion. A family business context is more favourable for proactive stakeholder engagement because the owner can take decisions without worrying too much about the economic outcome. Moreover, the long-term orientation of family businesses is an element that can reinforce the role of corporate social responsibility and its link with local stakeholders, without need for formal and structured processes, above all in SMEs.

This study investigates how non-Ecolabel-certified establishments in the EU view the role of certification in the hospitality industry. The authors identified the strengths and weaknesses of the EU Ecolabel through structured questionnaires sent to both Ecolabel-certified and noncertified establishments in Piedmont, Italy. The originality of the study lies in the fact that the analysis was carried out mainly on establishments that have chosen not to adopt the certification. Their point of view is the most useful for gaining an understanding of the phenomenon, identifying effective initiatives, and investigating customers' perceptions. The findings contribute to the literature by providing a new perspective on non-Ecolabel establishments. From a managerial perspective, the study provides interesting insights for institutions and policymakers regarding the management and potential impacts of ecolabeling in the tourism sector, as well as the important factors to be considered by establishments in their marketing strategies.

The aim of this paper is to study and analyse the internationalisation strategies chosen by the main luxury-goods players in the Chinese market, demonstrating the business internationalisation processes. The research questions are:How luxury companies have developed distribution strategies in the Chinese markets? What are the main formats of distribution for the Chinese markets? Are there any differences in the internationalization process between the main players of the luxury markets and the smaller ones? The methodology is based on the analysis on multiple-case analysis on a sample of luxury-goods companies and identifies and compares the different strategies used by the players analysed. The research process starts from identifying and selecting the most well-known companies operating in the luxury branded sector, which have established a presence in the Chinese market with their own brand, collecting secondary data for the selected companies (website, corporate profile, articles on websites and in trade magazines and interviews with the management), analysing the data collected and interpreting the main results to have emerged from the research. The main findings and conclusions are that the route to development in the Chinese market taken by the players in the luxury-goods sector, historically undertaken by delocalising production operations, has in recent years begun to accelerate with new forms in play, principally linked to distribution. The Chinese market for luxury brands is ever more an outlet market rather than a production hub. The ability to create brand awareness will become a key factor for successful consolidation of the competitive position in this market, an operation that can only be performed through distribution. Moreover, Chinese high-end consumers are becoming ever more demanding, seeking out an ever more sophisticated shopping experience. Just as happening in other markets, opening directly operated stores is a strategic choice for reaching and convincing end-consumers, since these stores become their point of contact with the brand. Creating a shopping experience plays a central role in communicating the values, heritage and spirit of the brand to consumers. Global luxury-goods enterprises are multiplying their investment in opening new sales outlets, using different formats to create distribution system that is predominantly selective but that ensures adequate distribution coverage. The development of direct distribution channels, alongside the more traditional forms of indirect presence, is accompanied by the more innovative players developing the digital channel to accompany and support their retailing activities.