PurposeWine tourism has stood out as a very recognized and valid tourism and marketing segment, growing worldwide and urging the complex needed advances on wine tourism practices performance. This paper aims to develop a new framework strictly applied to the global wine tourism system, taking into account emerging and future constructs and dimensions that precede and consequence it.Design/methodology/approachThe systematic mapping study (SMS) was adopted as the selected research methodological approach, both to analyze and to structure a broad research field concerning methods, designs and research, focuses on the papers published in reliable academic databases such as Emerald, ProQuest, Sage, Science Direct, Scopus, Wiley, Web of Science, Taylor and Francis and Wiley were properly selected and analyzed.FindingsThe following four dimensions were found to comprise the global framework of the wine tourism system: (1) support features (governance, public policies and economic investment; supply development; physical and capacity conditions; requirements of health safety; opinion makers and leaders: managers/stakeholders/players/marketers and benchmarking and value chain); (2) innovation ecosystem (profile of the new generations of wine tourists; virtual and augmented reality: digital and hybrid wine events; smart wine tourism companies; digital channels and platforms: blogs, websites, applications; wine tourism creative activities for all [from kids to seniors] and sustainable and ecologic wine tourism practices); (3) wine tourism experience dimensions (storytelling; involvement; winescape; attachment; emotions and sensory) and (4) behavioural intentions (satisfaction; loyalty; and WoM).Research limitations/implicationsThe framework still needs to be empirically applied in wine tourism settings to enrich tourists’ robustness in cross-cultural wine tourism experiences, covering a wider spread of abroad wine tourism destinations and products.Practical implicationsThis framework is a useful tool and becomes vital to their continued success, as a key reference of wine tourism management and marketing. As a wine tourist's visitation frequency plays a role in his/her travel motives, product and service quality of tour packages must be improved and monitored.Originality/valueThis is the first research study to demonstrate the combined use of the main domains forming the wine tourism system within a global perspective, covering of the most critical aspects.

Purpose This paper aims to provide a theoretical and conceptual analysis of wine and wine tourism experiences evidencing the current state of the art and providing some directions for future research. Design/methodology/approach The paper provides an in-depth literature review and content analysis of prior work. Findings The experience focussed on wine andwine tourismrequires further exploration. The boundaries of the wine andwine tourism experience were identified, togetherwith highlights and strategic agenda for future actions. Originality/value Based on some key prior literature on the topic of wine and tourism experience, future research directions and approaches were proposed.

Most business enterprises are small and medium-sized enterprises (SMEs), and many of them are without a human resource and recruitment department. Thus, one of the challenges that organizations currently face is to find a strategy to retain and attract talent. To overcome this difficulty, enterprises must invest in employer branding policies and be aware of the factors that differentiate them from others when attracting employees. This study aims to develop an employer branding model applicable to SMEs, to increase and enhance the attraction and retention of talents. An exploratory approach based on a quantitative perspective was adopted to develop an employer branding model applied to SMEs, with two major reference employer branding models and frameworks used as the main support. The model of employer branding was applied to SMEs regarding four dimensions, whereby essential questions are asked, namely (1) organizational culture (e.g., do employees have a job description aligned with the corporate culture?), (2) company strategy (e.g., what is the strategy if business volume decreases?), (3) company reputation (e.g., how do you perceive and treat negative feedback?), and (4) reward systems (e.g., do you feel that your employees are motivated intrinsically or extrinsically or both?), ordered by layers based on a logical sequence. The new proposed model is expected to serve as a useful strategic tool and as a basis for attracting, retaining and managing talent, specifically in the SMEs context. This new model provides a set of strategic and competitiveness benefits for SMEs, while contributing to making enterprises more profitable. The model also contributes to SMEs having a better image and reputation, enabling them to stand out from others in the war for talent.

This paper aims to present an extensive content analysis of two major constructs directly related to tourist behaviours (i.e. involvement and emotions), because there are still some critical gaps in the knowledge about tourists' emotions and involvement. An in-depth content analysis of involvement and emotions was adopted as a methodological approach. To address the content analysis, a set of papers published in renowned scientific databases, such as Science Direct, Web of Science, Scopus, Emerald, Taylor and Francis, Elsevier, Sage and Wiley were selected and analysed. The major findings state that emotions and involvement demonstrate greater progress and scientific development to the level of tourism, marketing and consumer behaviour, representing an important issue for the integrated tourism experiences. Future studies should analyse and evaluate the role and impact of emotions and involvement in post-pandemic contexts. Hence, there is a growing potential for managers and stakeholders to achieve the benefits derived from the study outcomes.