Do the emotions of tourist agents contribute to improving the sustainable planning of a territory?

Abstract

The sustainability of a territory is achieved through orderly, balanced and harmonious planning over time. Sustainable tourism planning must incorporate the emotions of interest groups. Based on a scale of negative and positive emotions that has already been validated, a participatory study of a qualitative nature has been developed with 118 hotel managers from the region of Extremadura, in the south-west of Spain. In addition, another quantitative research study has been carried out, using a longitudinal exploratory model analyzed in three phases throughout the years 2021 and 2022, using the SEM-PLS methodology. The objective is to detect if the II Tourism Plan (2021–2023) can influence the willingness of hotel managers to participate, and if this participation generates emotions that enrich the planning process of the tourist authorities. The results highlight the importance of completing decision making (cognitive part) with the measurement of emotions (sensitive part) of private agents to involve them in the planning process.

Do intangible factors enhance sociocultural productivity and economy in world heritage sites?

“…Hotel employees are first-hand witnesses to the day-to-day experiences at heritage sites and can provide more qualified information than tourists themselves by knowing how the attractiveness of these places' impacts on life within these historic spaces (Robina-Ramírez et al, 2023a,b). Although emotions play an important role in the tourism experience, rigorous empirical research on this topic is limited (Abd Aziz et al, 2020;Hosany et al, 2020;Robina-Ramírez et al, 2023a). As Timothy (2011) noted, we know relatively little about the psychological and emotional underpinnings that drive WHS visitation.…”

How can tourism managers' happiness be generated through personal and innovative tourism services?

“…The literature shows that happy employees are characterised as a highly productive, intrapreneurial, creative and innovative group (Foncubierta-Rodríguez et al ., 2020). To implement innovative activities, a collaborative leadership style can proactively stimulate the happiness of employees (Berraies, 2022; Ruiz-Rodríguez et al ., 2023). Tourism managers can develop a culture based on the principles of corporate happiness to stimulate innovative performance (Aboramadan and Kundi, 2022; De-la-Gala-Velázquez et al ., 2023).…”

“…Studying happiness in personalised tourism services requires coordinating several disciplines, such as psychology, technology, tourism or behavioural sciences, and finding the right strategy to unravel the psychological aspects of providing a personalised service that contributes to improving quality of life. However, despite the interest in this topic, there are still few studies that investigate how personalised and innovative tourism services influence quality, excellence and happiness (Galiano-Coronil et al ., 2023; Robina-Ramírez et al ., 2023a, b).…”

“…This is the first empirical study that focuses on investigating how personalised and innovative tourism services affect managing happiness. The study of happiness is complex because it is influenced by multiple psychological factors, such as emotions, internal and external factors (Robina-Ramírez et al ., 2023a, b). Therefore, one contribution of this paper is to consider the importance of some factors generated in providing innovative tourism services in generating happiness.…”