A systematic review of scenario planning studies in tourism and hospitality research

Contemporary sustainability themes in tourism and hospitality during and post COVID‐19: Critical review and a step strategies forward for post the pandemic

“…There were a number of studies related to crisis management and scenario planning. Some of the main studies include ‘COVID‐19 crisis for escaping the unsustainable global tourism path (Ioannides & Gyimóthy, 2020)’, COVID‐19 crisis and sustainability in the hospitality industry Jones and Comfort (2020)’, ‘modelling of crisis management in tourism during COVID‐19 (Aldao et al, 2021)’, ‘COVID‐19 crisis management responses of small South African tourism firms (Booyens et al, 2022)’, ‘micro‐level crisis management framework for enhancing post‐COVID‐19 work resilience in hospitality (Lai & Cai, 2022)’, ‘COVID‐19 and previous health‐related crisis research in tourism and hospitality context (Park et al, 2022)’, ‘a scenario planning framework for (post‐) pandemic tourism in European destinations (Seyitoğlu & Costa, 2022a; Seyitoğlu & Costa, 2022b)’, and ‘a systematic review of scenario planning studies in tourism and hospitality research (Seyitoğlu & Costa, 2022a; Seyitoğlu & Costa, 2022b)’. In the light of a thorough investigation of such studies, we believe that the research community may examine the viability of various organizational theories, namely, stakeholders' theory, social exchange theory, and other leadership theories, to pinpoint how the tourism and hospitality industry represented by organized as well as unorganized units operating at different scales, may better combat such crises with better scenario planning, resource pooling, and deployment to ensure their maximum contribution to industrial sustainability.…”

“…Given the distinct crisis‐prone nature of the tourism and hospitality sector, uncertainty‐embracing organizational cultures, leader‐member interpersonal exchanges, and transparent decision‐making may elicit innovative solutions to better cope with such crises (Lai & Cai, 2022). Seyitoğlu and Costa (2022a; 2022b) believed that in fuzzy environments, scholars use scenario planning as an essential tool to evaluate uncertainties, portray the future, and propose supportive strategies. For the post‐Covid era, Seyitoğlu and Costa proposed strategies about financial health, travelers' expectations and confidence, coordination and collaboration, employment situation, marketing of tourism products, and sustainable tourism that have implications for policymakers, destination managers, stakeholders, and practitioners in European destinations.…”

Sarežģītais mantojums: holokausta vietas Latvijā tūrisma un atmiņas kultūras mijiedarbībā

“…Nākotnes prognozēm tumšā tūrisma attīstības kontekstā tika izmantota nākotnes scenāriju metode, kas, lai arī tūrismā joprojām ir salīdzinoši maz izmantota, ir labs instruments, lai sagatavotos un/vai novērstu ne tikai potenciālos ārējās makrovides draudus (Seyitoğlu, Costa, 2022), bet arī riskus (spriedzi vai pat konfliktus) iekšējā vidē, kas var rasties starp dažādām iesaistītajām pusēm un viņu interesēm sarežģītā mantojuma vietās. Scenāriju galvenās funkcijas ir riska pārvaldība, radošuma veicināšana un jaunu ideju radīšana (Lang, 2001citēts Duinker, Greig, 2007.…”

Future scenarios for improving Iran's overall destination image and attractiveness: A supply‐side perspective

“…Today, with the increase in the world's transformations, relying on forecast‐based planning methods does not meet Iran's macro management needs, and the heavy shadow of uncertainties and the emergence of discontinuous issues have led to difficulties for planners to predict the future. The lack of any ability to predict the future, as well as the ever‐increasing complexities of the world, have caused scholars to take advantage of the capabilities of the emerging knowledge of future sciences and include foresight in their planning and forecasting activities (Seyitoğlu & Costa, 2022). Today, the main mission and effort of planning in developed countries, in addition to paying serious attention to current challenges and providing cross‐sectional approaches, is thinking about future challenges and how to face and gain strength in those areas (Nematpour, Khodadadi, & Rezaei, 2021).…”