Tourism Management in a Changing World
Navigating Transformations and Challenges
Summary
Excerpt
Table Of Contents
- Cover
- Title Page
- Copyright Page
- Contents
- Figures
- Tables
- 1. Organizational Agility as a Key to Success in Organizational Change: A Critical Strategy in Tourism Businesses (Diğdem Eskiyörük)
- Introduction
- The Concepts of Agility, Organizational Agility, and Strategic Agility
- Organizational Agility Frameworks
- The Strategic Importance of Organizational Agility in Tourism Businesses
- Conclusion
- References
- 2. Research on the Evaluation of Tourist Visitors’ Comments About Sinop Destination (Devrim Ali Kaya, Aydın Ünal)
- Introduction
- Conceptual Framework
- Method
- Findings
- Conclusions and Recommendations
- Common Themes of Locations
- Special Findings of Locations
- General Evaluation
- References
- 3. Factors Influencing Chefs’ Creative Culinary Practices: A General Overview (Merve Onur)
- Introduction
- Gastronomy and Creativity
- Process of Creativity in the Kitchen
- Factors Affecting Creative Culinary Practices
- Conclusion
- References
- 4. Natural Richness of Kastamonu: A Strategic Review on Edible Flowers and Ecotourism Potential (Alev Sökmen, Özge Çaylak Dönmez, Yağız Batuhan Eraslan, Ahmet Tuğrul Karamustafa)
- Introduction
- Theoretical Framework
- Method
- Findings and Discussion
- Results
- References
- 5. Determination of the Characteristics of Gastronomy Museums (Ceren İşçi, Berrin Güzel)
- Introduction
- Methodology
- Findings
- Conclusion
- References
- 6. Entomophagy in Gastronomy (Özlem Özer Altundağ, Mustafa Yılmaz)
- Introduction
- Benefits of Edible Insects for Humans
- Edible Insect Species
- Edible Insects as an Alternative Food Source
- Nutritional Facts of Some Edible Insects
- Attitudes Toward Insect Consumption
- Potential Risks in Insect Production and Consumption
- Current Status of Edible Insect Farming in the World
- Current Status of Edible Insect Farming in Turkey
- Conclusion
- References
- 7. Metaverse, XR, and AI Applications in Tourism and Hospitality Education and Training (Gözde Özdemir Uçgun)
- Introduction
- Conceptual Framework of New Digital Technologies
- Use of Metaverse, XR, and AI Technologies for Educational Purposes
- The Importance of Metaverse, XR, and AI in Tourism and Hospitality Industry Education
- Conclusion and Discussion
- References
- 8. The Power of Phygital Marketing in Tourism: The Interaction of Physical and Digital Worlds (Betül Yeşiltepe Erkayıran)
- Introduction
- Phygital Marketing
- Key Concepts of Phygital Marketing
- Importance of Phygital Marketing for the Tourism Sector
- Conclusion
- References
- 9. The Concept of Slow Tourism with Examples from Turkey (Metin Sürme, Melike Keskin, Müge Kaygusuz)
- Introduction
- The Concept of Slow City (Cittaslow)
- Criteria for Becoming a Slow City (Cittaslow)
- Environmental Policies
- Infrastructure Policies
- Urban Quality of Life Policies
- Policies on Agriculture, Tourism, Tradespeople, and Artisans
- Plans for Hospitality, Awareness, and Education
- Social Cohesion
- Partnerships
- The Place and Importance of Slow Tourism in Tourism Geography
- Examples of Slow Cities (Cittaslow) from Turkey
- Seferihisar/Izmir
- Akyaka/Muğla
- Yenipazar/Aydın
- Gokceada/Çanakkale
- Taraklı/Sakarya
- Persembe/Ordu
- Kırklareli/Vize
- Yalvaç/Isparta
- Halfeti/Şanlıurfa
- Savsat/Artvin
- Uzundere/Erzurum
- Gerze/Sinop
- Eğirdir/Isparta
- Göynük/Bolu
- Mudurnu/Bolu
- Koycegiz/Muğla
- Ahlat/Bitlis
- Gudul/Ankara
- Conclusion
- References
- 10. A New Era in Sustainable Tourism: Green Approaches in the Post-Pandemic Period (Abdullah Akmaz, Fatma Reyhan Ekiz)
- Introduction
- Concepts of Sustainability and Sustainable Tourism
- Changing Trends in Tourism in the Post-Pandemic Era
- Ecotourist and Ecotourism: A New Perspective Post-Pandemic
- The Role of Digitalization in the Tourism Sector in the Post-Pandemic Period
- Principles of Sustainable Tourism and Its Importance in the Post-Pandemic Period
- Policies and Practices Supporting Sustainable Tourism in the Post-Pandemic Period
- Green Buildings
- Green Economy
- Green Marketing for a Sustainable Future: Production and Consumption Perspective
- Green Destinations and Green Management: Sustainable Tourism and Eco-Friendly Management Strategies
- Conclusion and Recommendations
- References
- 11. Glass Ceiling in the Kitchen from the Perspective of Gastrofeminism (Handan Hamarat)
- Introduction
- Methods
- Conceptual Framework
- Women’s Barriers and Invisibility in the Field of Gastronomy
- Career Barriers of Women in Gastronomy in a Feminist Framework
- Glass Ceiling Syndrome
- Learned Helplessness Theory
- Conclusion
- Acknowledgments
- Funding
- Authorship Contribution Statement
- Declaration of Competing Interest
- References
- 12. Sustainable Aviation Strategies in Tourism Marketing (Fatih Şahin)
- Introduction
- Literature Review
- Conclusion
- References
- 13. Destination Foodscape from the Tourist Guides’ Perspective (Tuğçe Özoğul Balyalı, Begüm İlbay Vatan)
- Introduction
- Foodscape and Tourism Relationship
- Method
- Results
- Discussion and Conclusion
- References
- 14. Adaptation of Fantastic Universe Cuisine: The Case of Dungeons & Dragons (Servet Kazım Güney, Deniz Emek Apaydın, Berkay Kıyıldı)
- Introduction
- What is Fantastic?
- What is Fantasy Literature?
- What is FRP?
- What is Dungeons & Dragons (D&D)?
- The Importance of Food in D&D
- Purpose of the Study
- Method
- Dungeons & Dragons, Heroes’ Feast: Tavern Steak
- Recipes
- Dill-Yogurt Sauce Preparation
- Preparation of Black Olive and Fig Sauce
- Meatballs
- Preparation of Meatballs
- Service
- Sensory Evaluation
- Findings
- Results
- References
- 15. Sustainable Gastronomy Tourism Model: Case of North Cyprus (Kemal Ferit, Mete Ünal Girgen)
- Introduction
- Literature Review
- Gastronomy and Food Culture
- Sustainability and Gastronomy Tourism
- Gastronomic Values of Northern Cyprus
- Sustainable Gastronomy Practices in Northern Cyprus
- Natura 2000 Areas and Protection Approaches
- Eco-villages and Sustainable Living Models
- Cittaslow—Slow City
- Festivals
- Research Methods and Results
- Conclusion
- References
- 16. Creative Entrepreneurship in the Food and Beverage Industry (Uğur Lokman, Nevres Sezen, Gülcan Dağaşan)
- Introduction
- The Concept of Entrepreneurship
- Creative Entrepreneurship
- Entrepreneurship in the Food and Beverage Industry
- Creative Entrepreneurship Practices in the Food and Beverage Industry
- Benefits of Creative Entrepreneurship Practices in the Food and Beverage Industry
- Results
- References
- 17. Digitalization of Children’s Menus (Meltem Kum, Muhammed Buğra Yılmaz)
- Digital Menus
- Children’s Menus
- Digitalization in Children’s Menus
- References
- 18. Food Styling and Photography (Vedat Kayış)
- Introduction
- Definition and History of Food Styling
- Photography and Fields of Photography
- Food Photography and Historical Development
- The Impact of Digital Technologies on Food Photography
- Food Filming and Equipment Used
- Digital Camera
- Tripod
- Lenses
- Para Flashes
- Reflectors
- Food Visuality and Consumer Behavior
- Social Media and Food Aesthetics
- Results
- References
- 19. The Impact of the Slow Food Movement on Gastronomic Identity Formation (Taner Akkoç)
- Introduction
- Gastronomic Identity
- The Impact of the Slow Food Movement on the Development of Gastronomic Identity
- Results
- References
- 20. The Role of Artificial Intelligence and Big Data Analytics in Sustainable Tourism (İsa Bayhan)
- Introduction
- Sustainable Tourism
- Sustainable Tourism and Technology
- Sustainable Tourism and Artificial Intelligence
- Sustainable Tourism and Big Data Analysis
- Results and Discussion
- References
- 21. Esoteric Tourism and the Potential of Türkiye (Savaş Yıldız, Zafer Yıldız)
- Introduction
- The Concept of Esotericism and History of Esotericism
- Paganism and the Mithras Belief
- Destinations with Esoteric Tourism Potential in Türkiye
- Zerzevan Castle
- Göbeklitepe
- Results
- References
- 22. Evaluation of the Role of Local Foods within the Scope of Sustainable Tourism Principles (Hami Ünlü, Ömer Ceyhun Apak)
- Introduction
- Local Food
- Advantages of Local Food
- Challenges of Local Food
- Sustainable Tourism
- Sustainable Tourism Principles and Local Food
- Conclusion
- References
- 23. Bleisure Tourism: New Ways to Turn Business Trips into Touristic Experiences (Cansu Uzun Güripek)
- Introduction
- Bleisure Tourism
- Motivations of Bleisure Tourists
- Results
- References
- 24. The Hidden Factor in Tourist Choices in Destination: The Role and Importance of Behavioral Intention (Ayşe Atar Yılmaz)
- Introduction
- The Concept of Behavioral Intention
- The Theory of Planned Behavior in the Context of Tourism and Behavioral Intention
- The Role and Importance of Behavioral Intention in the Tourism Sector
- Results
- References
- 25. Analysis of the Share of Tourism in National Income and Employment: The Covid-19 Period and the Example of OECD Countries (Aysun Özen)
- Introduction
- National Income, Employment, and Tourism
- Share of Tourism Sector in National Income
- Share of Tourism Sector in Employment
- Results
- References
- 26. Evaluation of Hotels Operating in Kirklareli in Terms of Digital Marketing (Bahar Deveci)
- Introduction
- Conceptual Framework
- Method
- Findings
- Conclusion and Recommendations
- References
- Internet References
- 27. Sustainable Policies to Overcome Carrying Capacity Limitations in Coastal Areas (Filiz Özlem Çetinkaya)
- Introduction
- Overtourism and Carrying Capacity in Coastal Areas
- Consequences of Exceeding Carrying Capacity
- Sustainable Policies for Managing Carrying Capacity in Coastal Areas
- Conclusion
- References
- 28. Destination Management and Meta-Governance: The Path from Conflict to Cooperation (İbrahim Akın Özen, Sinan Göç, Durmuş Ali Aydemir)
- Introduction
- Conceptual Framework
- Literature Review
- Robust Attributes of Meta-Governance
- Collaboration Among Stakeholders
- Collaborative Governance
- Adaptive Governance Frameworks
- Consistency of Policy
- Obstacles in Meta-Governance Practices
- Disparities in Power Among Stakeholders
- Resource Limitations
- Administrative Complications
- Conclusions and Recommendations
- References
- 29. Mood Food: Foods That Affect Mood (Vildan Tüysüz, Serkan Semint)
- Introduction
- Mood Food
- Foods That Make You Happy
- Chocolate/Cocoa
- Nuts
- Fruit/Vegetable
- Stress-Reducing and Relaxing Teas
- Green Tea
- Chamomile Tea
- Melissa Tea
- Sage
- Foods That Improve Cognitive Performance
- Fish
- Green Leafy Vegetables
- Caffeine
- Results
- References
- 30. Gastromania and Overtourism: Sustainable Searches in Consumption Culture (Hilal Kul, Ferzan Aktaş)
- Introduction
- Gastro-Hedonism and Hedonism-Based Gastronomy Tourism
- Overtourism: Sustainable Searches in Consumption Culture
- Results
- References
- 31. Management of Diversity in Tourism from the Standpoint of Cultural Intelligence (Selda Güven, Berna Mazlum)
- Introduction
- Intercultural Differences, Management Strategies, and the Role of Globalization
- Management of Cultural Differences and Intercultural Communication in the Tourism Industry
- The Structure and Dimensions of CQ
- The Significance of CQ in the Tourism Industry
- Conclusion
- References
- 32. The First Stop on the Perceived Taste Journey: Appearance (Mehmet Nazikgül)
- Introduction
- Taste Perception
- Sense of Sight
- Food Appearance
- Presentation in Food Presentations
- Results
- References
Figures
Chapter 3
Figure 1: Factors that are Effective in Creative Culinary Practices
Chapter 7
Figure 1: Education metaverse framework
Chapter 9
Figure 1: Slow Cities of Turkey
Chapter 14
Figure 1: Prepared Tavern Steak for Sensory Evaluation
Figure 2: Original Tavern Steak Photo from Heroes’ Feast
Figure 3: Radar Graph of Sensory Evaluation Results
Chapter 18
Figure 1: Niepce, “La Table Servie,” 1824
Figure 2: Talbot, “A Fruit Piece,” 1844
Figure 3: Digital Camera
Figure 4: Tripod
Figure 5: Types of Lenses
Figure 6: Para Flashes
Figure 7: Reflectors
Chapter 23
Figure 1: Simplified Definitions
Chapter 24
Figure 1: Theory of Planned Behavior
Chapter 29
Figure 1: The Relationship Between Food and Mood
Chapter 30
Figure 1: Inaction on Over Tourism
Tables
Chapter 4
Table 1: Canyons in Kastamonu Province
Table 2: Demographic Characteristics of the Participants
Table 3: Edible Flowers and Plants Known to Grow in KDMP
Table 4: SWOT Analysis of Edible Flowers and Plants in KDMP
Chapter 5
Table 1: Local Food/Food Culture Themed Museums in Turkey
Table 2: Content Analysis Results: Code Scopes, Frequencies, and Representative Quotations
Chapter 6
Table 1: Taste and flavor of raw and edible insects
Chapter 13
Table 1: Demographic Information
Table 2: Foodscape Perception of Tourist Guides
Chapter 14
Table 1: Dill-Yogurt Sauce
Table 2: Black Olive and Fig Sauce
Table 3: Meatball Recipe
Table 4: Sensory evaluation results
Table 5: Table of findings for sensory evaluation of Tavern Steak
Chapter 15
Table 1: Demographic Information of Participants
Chapter 17
Table 1: National Standards for Children’s Menus According to the CFOC Guidelines
Chapter 18
Table 1: Fields of Photography
Chapter 22
Table 1: Relationship between Sustainable Tourism Principles and Local Food
Chapter 25
Table 1: Share of the Tourism Sector in Gross Domestic Product (GDP): OECD Countries and Turkey (2019–2022)
Table 2: Share of Tourism Sector in Employment (%): OECD Countries and Turkey (2020–2023)
Chapter 26
Table 1: Results Regarding Language Options
Table 2: Results Regarding Public Relations Tools
Table 3: Results Regarding Contact Information
Table 4: Results Regarding Promotional Tools
Table 5: Results Regarding Direct Sales and Marketing Tools
Table 6: Results Regarding the Service Information Provided
Table 7: Results Regarding Additional Services
Table 8: Results Regarding Social Media Tools
Table 9: Results Regarding Mobile Services
Table 10: Results Regarding Sales Promotion Tools
Chapter 28
Table 1: Studies on Meta-Governance
Chapter 31
Table 1: Models of Culture in the International Business Environment
1. Organizational Agility as a Key to Success in Organizational Change: A Critical Strategy in Tourism Businesses
Introduction
In today’s business world, the fast-changing market dynamics and technological developments force organizations to increase their flexibility and adaptation capabilities. The tourism sector is one of the most dynamic and competitive sectors that is open to change. The global economic volatility, technological developments, changing customer expectations, and crises necessitate the rapid adaptation of tourism enterprises. As a result, tourism enterprises need to manage organizational change and transformation processes effectively. In this respect, organizational agility, which facilitates adaptation to change by accelerating decision-making processes, becomes prominent as a critical strategy to effectively manage organizational transformation and change processes in tourism companies, with its basic principles such as rapid response to change, customer orientation, flexibility, continuous improvement, increasing employee participation, and encouraging innovation. Organizational agility is considered a capability that includes flexibility, speed, and adaptability and is increasingly considered an essential element of competitive advantage in today’s rapidly moving and highly competitive business world (Schnackenberg, Singh & Hill, 2011). In this study, the role and strategic importance of organizational agility in the process of organizational change have been examined. Based on the literature, the study has a comprehensive review of the concepts of agility and organizational agility, organizational agility approaches, and lastly, the strategic significance of organizational agility in tourism enterprises.
The Concepts of Agility, Organizational Agility, and Strategic Agility
While the concept of organizational agility was introduced into the literature for the first time in 1991, it points to the ability to respond quickly and effectively to environmental changes. All institutions and organizations, not only the production sector, but also the whole industry, need to have an agile structure to compete in global and dynamic market conditions. Today’s organizations are under pressure to develop innovative, competitive strategies in a changing competitive environment. For this reason, agility has come to the fore as a dynamic of change and is linked to the ability of these organizations to respond instantly and effectively to changes in customer expectations and market conditions. Agility businesses are not only content with adapting to change but also endeavor to seize opportunities arising in environmental conditions dominated by uncertainties, to engage in the development of innovative practices, and thus to gain a competitive advantage in the market (Shahrabi, 2012).
Agility is regarded as a capacity for sustained and systematic transformation aimed at achieving competitive advantage via deliberately designed and implemented strategic changes in the outputs, structures, or processes of organizations (Schnackenberg, Singh & Hill, 2011). Organizational agility is a concept that is multi-layered and contextual, which involves the capacity to perceive environmental changes and to respond rapidly to unpredictable developments. In this regard, agile organizations can dynamically adapt to changing conditions by restructuring their resources, processes, information bases, and competencies, thereby both achieving competitive advantage and supporting sustainable development (Yang & Liu, 2012). Another description of organizational agility is the competence to develop entrepreneurial-based innovation as well as rapid and continuous adaptation to evolutionary adaptation so that businesses can maintain their competitive advantage (Baškarada & Koronios, 2018). Meanwhile, strategic agility is considered an essential instrument for organizations to obtain competitive advantage and is recognized as the ability to react, adapt, and act quickly to manage uncertainties in a dynamic business environment (Mata, Martins & Inácio, 2023). Change is at the center of strategic agility. It is underlined that agility is not restricted to the capacity to act quickly; instead, it is a multidimensional competence that includes fundamental structural and infrastructural transformations (Yusuf, Sarhadi & Gunasekaran, 1999).
Organizational Agility Frameworks
When literature is evaluated, it can be observed that the studies on organizational agility are generally considered within the framework of three basic approaches in terms of the dimensions they use and the areas they focus on. These are the enabler-capability framework, the sense-response framework of organizational agility, and the practices and processes of organizational agility.
Within an organization, the main objective of agility is to more effectively adapt to environmental changes, to gain a competitive advantage, to create opportunities from environmental changes, and to be able to achieve sustainable development in an environment of uncertainty and unpredictability. In this respect, agile organizations should have skills and enablers to respond effectively to these types of changes. The enablers and capabilities framework is based on the premise that an agile organization can attain a competitive advantage in a dynamic environment (Žitkienė and Deksnys, 2018). Many studies (Jackson & Johansson, 2003; Sharifi & Zhang, 2001; Bottani, 2010; Charbonnier-Voirin, 2011; Zhang & Sharifi, 2000; Lin et al., 2006; Yusuf et al., 1999; Shahrabi, 2012) have addressed the capabilities that enable agility in organizations and the enablers that make agility possible. The capabilities that enable agility in organizations are classified in the framework of four main factors. Firstly, responsiveness means an organization’s capability to perceive environmental changes in a prompt manner, to respond quickly and effectively—either reactively or proactively—to these changes and to recover from the resulting adverse effects. The second factor, competency, indicates the capacity of the company to use its resources effectively and productively in the process of achieving the goals and objectives set by the business. The third factor, flexibility or adaptability, involves the ability to handle different processes with available resources and to move toward new objectives in line with changing conditions. Finally, speed or quickness stands for the ability of the business to carry out its activities in the minimum possible time. When these factors are combined, they create the basic competencies that enable organizations to act with an agile structure in dynamic environmental conditions. Zhang & Sharifi (2000) have proposed a conceptual model for the implementation of agility, which comprises three main categories: agility drivers, agility capabilities, and agility enablers. Sherehiy, Karwowski & Layer (2007), meanwhile, revealed the basic and universal qualities that enable the viability of agility in different business structures: flexibility, speed, responsiveness, change-oriented culture, integration, low complexity, high quality and customization, and effective use of core competencies. According to Jackson & Johansson (2003), there are four main dimensions of organizational agility: product-related change capabilities, change competency within operations, internal and external collaboration competencies, and competencies based on people, knowledge, and creativity. Moreover, Charbonnier-Voirin (2011) has described organizational agility through three interconnected capacities: reactive flexibility, the ability to read the market and transform it into innovative projects, and the aptitude to integrate organizational learning.
Details
- Pages
- 414
- Publication Year
- 2026
- ISBN (PDF)
- 9783631937310
- ISBN (ePUB)
- 9783631937327
- ISBN (Hardcover)
- 9783631937303
- DOI
- 10.3726/b22869
- Language
- English
- Publication date
- 2026 (May)
- Keywords
- Gastronomy Tourism Management Tourism
- Published
- Berlin, Bruxelles, Chennai, Lausanne, New York, Oxford, 2026. 414 pp., 17 fig. b/w, 32 tables.
- Product Safety
- Peter Lang Group AG
