Highlights Human and economic capital increase organisational resilience. Corporate social responsibility practices increase organisational resilience. Organisational resilience affects the scope of adoption of anti-COVID-19 measures. Organisational resilience increases perceived job security. Perceived job security affects positively organisational commitment.

Hospitality food waste represents a significant societal challenge. It is however underresearched with most studies approaching the issue from the perspective of sustainable agriculture and environmental, rather than hospitality, management. Given the specificity of hospitality operations, this is a major shortcoming which hampers understanding of the determinants of effective mitigation. This paper provides a critical, analytical account of the literature on hospitality food waste made from the viewpoint of hospitality managers. It reviews the challenges in classifying, quantifying and characterising hospitality food waste, discusses the opportunities and obstacles to its mitigation and, drawing on good business practice examples, derives a framework for managing food waste across the different areas of hospitality operations. The framework is underpinned by such determinants of effective mitigation as: core in-house competencies; training needs; initial investment costs; and potential monetary savings. The feasibility of its broader adoption by managers across the sector is discussed.

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h i g h l i g h t s 50% of tourists have some desire for mobile disconnection.Tourists have dilemmas regarding mobile connectivity. Digital engagement has a small effect on desire for mobile disconnection. Developers of digital solutions should not assume the tourist is 'always connected'. a b s t r a c tMobile technology is playing an increasing role in the tourist experience and a growing body of tourism research has focused on this area. There is often an implicit assumption that tourists embrace mobile connectivity and relatively little research has explored the tourist experience of disconnection, whether purposeful or imposed by technological limitations. This study explores the desire for digital (dis) connection during camping tourism. Data compiled using interviews and a survey revealed that the tourist is not 'always connected' and up to 50% have some desire to disconnect. There is ambiguity about mobile technology use in tourism with dilemmas regarding the value of connectivity versus the desire to 'get away from it all'. The analysis found digital engagement had a small effect on desire for disconnection however, patterns were not marked. The findings have implications for mobile technology solutions in tourism.

The disaster management principles should be integrated into the destination management plans to enhance resilience of tourist destinations to natural disasters. The success of such integration depends on the extent of tourism stakeholder collaboration, but this topic remains understudied, especially in the Caribbean. This paper evaluates tourism resilience in Grenada. It finds that local tourism stakeholders are well aware of the potential damage natural disasters can inflict on the destination but fail to develop effective measures to build destination‐wide and organizational resilience. The paper proposes an action framework to aid tourism stakeholders in Grenada to more effectively plan for disasters.