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This title provides an overview and global perspective of the vital role and effective practice of entrepreneurship in this dynamic industry sector. The book outlines key theoretical perspectives, and covers the various types of entrepreneurship, as well as different country contexts, the social and cultural dimensions of entrepreneurship, and case studies from a wide range of Hospitality and Tourism sectors. Includes industry perspectives and examples.

The second decade of this century has been characterized by a particular emphasis on the significance of safety and security in human life in general and in tourist decision-making in particular. This study is therefore a timely overview of the impacts of the COVID-19 pandemic on various parts of the travel and tourism industry across the globe. Specifically, this study revisits the subject of destination competitiveness by introducing possible new actors and paradigms through the concepts of chaos theory and the butterfly effect. The study proposes a model, called the butterfly competitiveness model, to capture the edge of chaos of the tourism industry, the butterfly effects of COVID-19, cosmology, bifurcation events and behaviors, and health and safety-driven self-organization for destination competitiveness. It also clarifies the role of governments and health authorities as strange attractors in self-organization.

Purpose– This paper aims to explore how social capital is leveraged in social innovations to overcome resource constraints. The paper reports on the findings from an exploratory study on the social innovation process within Indian social entrepreneurial ventures (SEVs) developed in a resource constrained environment.Design/methodology/approach– This study adopts an interpretive case study approach to investigating social innovation that enables researchers to identify the cultural contexts within which social entrepreneurship emerges. Views of the social entrepreneurs and intrapreneurs were gathered through semi-structured interviews and observations.Findings– Findings of the study demonstrated that there are distinctive stages of the social innovation process. The stages of the process are initial phase: emergence of a social idea for a venture; development phase: building the social venture; and scaling phase: growing the social venture. These stages of the process lead to the identification of social needs as social entrepreneurial opportunities, then to the initiation, development and scaling of conjectured solutions generating economic and social value.Practical implications– During the development stage of the social innovation, closer relationships with investors could help access scarce financial resources. Finally, in the scaling phase, greater involvement with the target beneficiaries can help reduce marketing and search-related costs for SEVs. Thus, greater engagement of beneficiaries throughout the social innovation process can help in the successful initiation, development and scaling of a social innovation.Originality/value– First, this study identifies the distinctive stages of the social innovation process. Second, this study provides empirical evidence to support previous claims that social innovations develop in resource-constrained environments. Finally, this exploratory research has investigated social innovations in a developing country context – India.

Circular Economy: a paradigm to critically rethink sustainability in tourism and hospitality -- From aspirations to applications: The SDGs and the role of indicators in the measurement of sustainable tourism -- Stories of sustainability in tourism -- The interface between sustainability and technology in tourism: A transformative learning perspective -- Social entrepreneurship in tourism, hospitality and events: a state-of-the-art -- Relational food festivals: building space for multidimensional collaboration among food producers -- Local Focus: farmers' markets as an approach to sustainable tourism -- Social sustainability, peacefulness and inclusivity at music festivals: illustrative cases from the Basque Country (Spain) -- Sustainable Tourism and Community Well-being: Situation Analysis Development Using Participative Action Research -- Local Sustainable Development and Cultural Tourist Routes -- The role of the local community in sustainable cultural tourism -- Sustainable Development and Gender Equality: Empowerment through Solo Female Travel Experiences -- Brand Bhutan and the Political Economy of Sustainable Tourism Development -- The sustainability of non-timber forest products (NTFPs) and sociobiodiversity in rural Brazil through community-based tourism.

Globalization is a major trend for today's organizations. The services sector is also undoubtedly becoming increasingly international in scope. Accelerated by a desire for growth and profit, incentives provided by the host governments, and a freer flow of capital throughout the world, service firms have discovered that their future survival and growth depend upon extending their services around the world. Globalization has also considerably affected the production, ownership and trade of service activities. This e-book was designed to incorporate both conceptual and empirical research into the internationalization of firms in the service sector and to contribute further to the body of knowledge about internationalization issues in service industries.

Tourism is one of the world's major industries responsible for economic growth, foreign exchange earnings, employment opportunities and regional balances in individual countries and across regions. This industry generates over 5% of the European Union (EU) gross domestic product and has strong linkages with other economic sectors. In fact, tourism triggers infrastructural developments that are related to the industry such as airports, seaports, parks, roads and rails. Within the EU alone, the tourism sector consists of about 1.8 million businesses. Most of these tourism businesses are small and medium sized enterprises (SMEs) that employ 5.2% of the total European workforce that translates to approximately 9.7 million jobs, with a significant proportion of young people (EU, 2010). This chapter considers relevant academic literature that differentiates SMEs from their larger counterparts. It maintains that small businesses are often constrained by their size and limited resources. Arguably, the accessibility to finance is one of the most critical factors for the SMEs' inception and growth. These entities are often viewed by financial institutions as relatively risky when compared to enterprises from other industries. Therefore, this chapter contends that tourism SMEs may easily find themselves in an 'equity gap' where it may prove very difficult to raise capital for further investment. Consequently, national governments and other regulatory stakeholders are increasingly stepping in to support micro and small enterprises in many contexts. In this light, the European Union (EU) has reaffirmed its commitment for SMEs. As a matter of fact, the EU has drafted the 'Small Business Act' in 2008 and refined it again in 2011. The EU's commitment is quite evident from their frequent calls for research and training schemes in the subject areas of "SMEs" and "tourism"; where grants are frequently issued under 'Marie Curie' and 'Cordis FP7' programmes. Therefore, this chapter identifies specific policies and initiatives that are aimed at fostering a climate for job creation and competitiveness for SMEs in Europe. By the end of the chapter you should be able to: • Define small and medium sized enterprises in the European Union context; • Distinguish the differences between small and medium sized enterprises and large firms; • Learn about the European Union measures that are currently supporting the financing needs of small and medium sized enterprises; • Be knowledgeable of crowd-funding as an alternative form of financing. ; peer-reviewed

In an environment, however, where the tourism industry is increasingly exposed to disruptions, stresses, and crises, tourism academics have developed and presented several valuable frameworks for the management of disasters (Faulkner, 2001; Paraskevas & Arendell, 2007; Ritchie 2004) although more emphasis was put on destination image recovery and recovery marketing (Armstrong & Ritchie, 2008; Beirman, 2003). Surprisingly, in an era when the industry is facing a series of prolonged crises such as climate change, global recession, widespread political instability, etc. with highly complex impacts and needs a framework for the development and governance of crisis knowledge, only a few attempts were made by academics to explore the knowledge aspects of crises and disasters (Blackman & Ritchie, 2008; Blackman et al., 2011). This chapter aims at narrowing this gap by identifying the types of crisis knowledge tourism organizations employ in the advent of a crisis and by exploring the crisis knowledge management processes and flows within these organizations. It also explores the ways that organizational factors such as leadership, structure, culture, and communication influence these processes and flows.