Roadmap Toward Sustainable Tourism Development: An Evidence- and Knowledge-Based Approach from Thailand

Abstract

Tourism is recognized as one of the key enabling industries driving Thailand’s strategic transition toward the Thailand 4.0 economic model. This paper presents the development of a national technology roadmap to support the transition toward sustainable tourism in Thailand, conducted between January and October 2024. The primary objective is to promote tourism growth that is environmentally responsible, economically viable, and socially inclusive. The roadmap was developed through a combination of a literature review, statistical data, and group discussions with tourism professionals. The roadmapping process focused on aligning external drivers, strategic goals, and the current capabilities of Thailand’s technological ecosystem. The key drivers identified include environmental concerns, the advancement of digital platforms, the growing trends of an aging population, diversity, and inclusion, political instability, and the emergence of middle-income nations. The resulting roadmap outlines a strategic vision for Thailand’s tourism sector from 2024 to beyond 2030. It emphasizes the transition linking sustainability and eco-design principles to smart tourism, metaverse applications, and personalized travel experiences. Priority areas include the adoption of green technologies, sustainable practices, and advanced digital platforms. This study further recommends research and development (R&D) initiatives in sustainability, biodiversity conservation, Data Analytics, Cybersecurity, and E-Tourism solutions. Ultimately, this roadmap provides actionable guidance for tourism stakeholders in defining their roles, responsibilities, and contributions toward achieving a sustainable tourism future in Thailand.

1. Introduction

Sustainable tourism has been regarded as the future of the Thai tourism industry as one of the global predominant trends like experience tourism, personalized tourism, community tourism, urbanization tourism, and digital tourism. After the global COVID-19 pandemic, the Thai tourism industry is being turned around with the growing number of tourists. In 2023, approximately 38 million international tourists visited Thailand, compared with 28 million in 2022, representing an increase of 34.88% [1]. While the Thai tourism industry is facing intense competition from other destinations and an over-reliance on arrivals from particular countries (e.g., China, Russia, India, etc.), the problem of overtourism is being addressed. Overtourism has caused severe impacts on the sustainability of local destinations from the environmental dimension (e.g., biodiversity loss and degradation) to society and culture (e.g., lifestyle and wellness) [2,3,4]. The United Nations Development Programme (UNDP) initiated the Sustainable Development Goals (SDGs) as a vision for a future sustainable planet to cope with social, economic, and environmental issues [5]. Although the Thai tourism industry remains competitive at the global level, the development of sustainability in the Thai tourism industry still lags behind many other countries.

While the trend of sustainable tourism has been widely spreading from developed to developing nations [6], the Thai government has recently emphasized sustainable tourism development as a core aspect of its national new S-Curve initiatives [7]. Tourism is regarded as a data-driven industry, relying on customer insights, evolving expectations, and visitor statistics. Technological advancement has been a key to reshaping the sector [8]. The national tourism policy must strike a balance between promoting sustainable development and maintaining industry competitiveness [9].

This emphasis necessitates the creation of a national technology roadmap to effectively guide and coordinate future advancements among industries, academic institutions, research organizations, and policymakers. By implementing this roadmap, all involved parties can align their efforts and stay in sync with global trends.

Although the technology roadmap plays a vital role in advancing sustainable tourism, as previously discussed, practical research on its methodological application remains limited. This paper seeks to present an approach for formulating a national technology roadmap aimed at promoting sustainable tourism in Thailand. The proposed approach addresses two main objectives: (1) to introduce a roadmapping approach that incorporates active engagement from key stakeholders and aligns their perspectives to enhance data validation, and (2) to customize the technology roadmap structure to fit the context of national strategic planning and implementation. Following the introduction, Section 2 presents the concept of sustainable tourism, highlighting Thailand’s current context, key challenges, and emerging opportunities. Section 3 outlines the research methodology and the customized structure of the national technology roadmap. Section 4 details the roadmap development process, while Section 5 offers a discussion and recommendations. Finally, Section 6 presents the conclusion.

2. Literature Review

2.1. Sustainable Tourism in Thailand

According to the Tourism Sustainable Development Index (TSDI), developed by the Global Sustainable Tourism Council (GSTC), Thailand is ranked 32nd out of the 155 countries, but with only a 2.25/10 score in eco-responsible travel (see Figure 1) [10]. Meanwhile, the World Economic Forum’s (WEF) 2024 Travel and Tourism Development Index (TTDI) ranks Thailand 47th out of the 119 countries, placing the country 4th in the ASEAN region after Singapore, Indonesia, and Malaysia (see

Table 1. TTDI 2024 scores for Asia–Pacific (selected countries): the Tourism Development Index (TTDI) ranks Thailand 47th out of the 119 countries (adapted from the Travel and Tourism Development Index 2024, produced by the World Economic Forum [11]).

Economy		Japan	Australia	China	Korea, Rep.	Singapore	Indonesia	Malaysia	Thailand	Vietnam
TTDI Rank		3	5	8	14	13	22	26	47	59
Enabling Environment	Business Environment	5.38	5.62	4.73	4.84	6.15	4.67	4.91	4.15	4.06
	Safety and Security	5.98	5.97	6.52	6.29	6.82	5.77	5.88	4.87	6.19
	Health and Hygiene	6.23	5.98	5.27	6.21	5.14	3.78	4.81	4.31	4.3
	Human Resources and Labor Market	4.9	5.23	4.51	4.58	5.14	4.13	4.35	4.5	4.53
	ICT Readiness	6.03	6.19	6.17	6.56	5.36	5.83	5.89	5.16	5.18
Travel and Tourism Policy and Enabling Conditions	Prioritization of Travel and Tourism	4.78	4.9	3.84	4.56	5.71	6.03	4.25	3.96	5.63
	Openness to Travel and Tourism	4.06	4.85	3.89	3.87	5.7	3.83	4.16	4.13	3.61
	Price Competitiveness	4.34	2.75	5.17	4.55	2.67	4.44	4.06	3.89	3.68
Infrastructure and Services	Air Transport Infrastructure	5.34	5.23	5.26	4.69	5.94	3.44	4.18	4.41	3.61
	Ground and Port Infrastructure	6.08	3.68	4.57	5.4	6.54	3.97	4.05	4.2	4.14
	Tourist Services and Infrastructure	2.93	4.62	1.95	2.82	4.11	1.79	2.96	3.21	2.2
Travel and Tourism Resources	Natural Resources	5.11	6.42	6.2	2.36	1.57	5.46	4.18	4.13	3.92
	Cultural Resources	6.71	3.78	6.59	5.59	1.75	5.17	4.75	3.07	2.85
	Non-Leisure Resources	5.93	5.09	5.79	4.72	3.8	4.36	4.4	4.33	3.66
Travel and Tourism Sustainability	Environmental Sustainability	5.2	5.18	4.46	4.7	4.37	4.34	4.31	4.24	4.13
	Travel and Tourism Socioeconomic Impact	4.57	5	5.36	5.25	4.38	5.41	5.04	4.13	3.8
	Travel and Tourism Demand Sustainability	3.02	4.46	3.79	3.67	4.14	4.84	3.84	3.47	3.96

) [11]. Both statistics reports suggest room for developing sustainable tourism in Thailand, and Thai government agencies related to tourism, including the Tourism Authority of Thailand (TAT), have already highlighted sustainability in this new S-Curve tourism industry [7,12].

Pongsakornrungsilp et al. [13] stated that the concept of sustainable tourism is commonly used to describe the need for a proper balance between the interests of tourists, local communities, the environment, and tourism businesses in relation to economic growth. They also emphasized that addressing sustainability challenges in tourism requires an understanding of how to manage natural resources in the aftermath of the COVID-19 pandemic.

However, studies on sustainable tourism management and development in Thailand are quite limited. Sakolnakorn T.P.N. et al. [14] revealed that the sustainable tourism promotion policy in Phuket Province concentrates on seven elements, including (1) the necessities of daily life, (2) security and access, (3) cultural tourism management, (4) the conservation of natural resources and the environment, (5) public services, (6) waste management, and (7) the public transportation system. Satarat N. [15] indicated that community-based tourism has been perceived as sustainable tourism and the success of community-based tourism management in Thailand depends on various factors, including prosperous tourism resources, high community engagement, leadership, strong community organization, fair benefit allocation, effective natural resource management, and adequate outside support.

The mission of sustainable tourism can be achieved by a great deal of contributions from tourism stakeholders from governmental agencies, tourism academia and research institutions, business firms in related industries, and local communities to travelers since they co-utilize and co-manage natural resources, facilities, and activities. Therefore, the development of a national roadmap toward sustainable tourism should be engaged by such involved stakeholders. The resulting national roadmap can be used as a guideline on how to drive Thai tourism toward sustainability.

2.2. Sustainable Tourism: Challenges and Opportunities

Aligning with the Sustainable Development Goals (SDGs) initiated by the United Nations Development Programme (UNDP) [5], the concept of sustainable tourism aims to minimize the negative impacts of tourism while benefiting local communities and the environment [16]. Existing studies reveal that the development of sustainable tourism receives concerns and attention from governments in emerging, developing countries, such as Pakistan [17], Ethiopia [18], Iran [19], Portugal [20], and Turkey [21].

However, this development comes with significant challenges. Firstly, the difficulty in defining and measuring what constitutes sustainable tourism leads to varied, inconsistent interpretations and implementations within the industry. Makian et al. [19] used the hybrid methodology of interpretive structural modeling (ISM) and a decision-making trial and evaluation laboratory (known as ISM-DEMATEL) to identify the indicators of sustainable tourism development. They found that the measurements of sustainable tourism development can be divided into four categories, including economical, sociocultural, environmental, and physical. Meanwhile, Rasoolimanesh, S. M. et al. [22] presented four subjective scales for evaluating a destination’s sustainability from the perspectives of tourists, residents, businesses, and government agencies. Participants assessed various indicators across five sustainability dimensions—economic, sociocultural, environmental, political, and technological—through an expert opinion survey. The validity of these scales was confirmed using partial least squares–structural equation modeling (PLS-SEM) and confirmatory composite analysis (CCA).

Tourism policy is shaped by two key factors: competitiveness and sustainable development. As a result, the goals of the policy aim to support profitable and efficient competitiveness while also safeguarding social, cultural, environmental, and physical resources to promote long-term sustainability [9]. The second challenge is that the development of sustainable tourism deters governments, industries, and even consumers from substantial investments in eco-friendly infrastructure, increased operation costs, and higher travel expenses [23]. Thirdly, sustainable tourism might lead to adverse effects on local communities, e.g., cultural dilution and economic benefit leakages outside the local economy [3,19]. Additionally, insufficient governmental support and funding discourage tourism businesses from adopting sustainable initiatives [20].

Despite these challenges, the development of sustainable tourism offers various opportunities. Firstly, there is a chance to conserve natural environments and biodiversity by promoting responsible tourism that protects ecosystems. For instance, the Feynan Ecolodge in Jordan, located in the Dana Biosphere Reserve, uses solar power and supports local Bedouin communities by employing them and promoting their crafts [24]. The Chinese government utilizes Virtual Reality (VR) technology by integrating immersive experiences in tourist attractions. By presenting eco-friendly innovations and processes, VR enhances tourists’ awareness of sustainability issues within the tourism industry [25]. Another example is that the development of ecotourism and sustainable tourism in Addis Ababa, Ethiopia, provides opportunities to leverage the diversity of fauna, flora, and physical resources [18].

Secondly, opportunities for preserving cultural heritage and supporting local traditions are to be seized. Based on the case of sustainable tourism development in Iran, domestic tourism stakeholders propose indicators for determining sociocultural success factors, including the development of facilities and services, participation and solidarity from locals, as well as social security and welfare [19]. Thirdly, economic opportunities are also arising. Based on the case of Pakistan, sustainable tourism development can improve the employment rate, GDP, and the growth of international tourists [17].

Based on the challenges and opportunities discussed above, governments are urged to realize the importance of sustainable tourism and initiate policies and support that promote sustainable practices across the tourism sector. These policies and support include strategic plans and national roadmaps aimed at reducing the environmental impact while enhancing economic and sociocultural benefits.

3. Methodology

3.1. Roadmapping Approach

Roadmapping is the process of organizing and distributing resources by linking strategic goals with technology and innovation. A roadmap integrates various components and frameworks for specific timeframes. The analytical aspect of roadmapping involves a series of steps, including strategic evaluation and technology selection, to meet the established objectives [26].

Roadmapping is a comprehensive process that combines planning with envisioning future developments. It supports strategic decision-making by integrating business management and technology oversight. Roadmaps are presented as visual diagrams to improve understanding, enhance internal communication, and depict future growth projections for companies. Typically, these diagrams use a two-dimensional hierarchical format with vertical layers tailored to specific objectives and a horizontal timeline representing the technology life cycle. In rapidly evolving technological environments, roadmaps often focus on shorter timelines (e.g., 1–3 years). The final roadmap serves as an essential tool for communication and knowledge sharing, ensuring alignment between strategic objectives and the necessary actions to achieve them [27].

Technology roadmaps are commonly utilized by government agencies to outline a national technology development strategy that aligns with the changing dynamics of the environment and market forces. The process of creating a national technology roadmap should involve collaboration among stakeholders, including government representatives, academic and research institutions, and industry players. This collaborative effort is essential to ensure that the national agenda is supported and that resources—such as infrastructure, technology, and R&D programs—are effectively aligned [28]. Additionally, the roadmap development process should consider both internal factors (like products, services, and processes that fulfill national objectives and identify areas for growth) and external factors (such as market drivers and trends) [29,30].

Several countries struggle with mismatches between their technological strategies, industrial objectives, and academic capabilities. These mismatches can impede national technology development and competitiveness over time. To address this problem, this study proposes an approach designed to enhance the alignment and effectiveness of the national technology roadmap by integrating data and urging collaboration among key stakeholders from government to academia and industry. The proposed approach incorporates comprehensive analyses like drivers or trends analyses, social network analysis, and technology readiness level (TRL) assessments into the roadmap development process [31].

To create a national technology roadmap toward sustainable tourism, this study outlines the 4-stage approach (see Figure 2) that breaks down the roadmap development process into 4 stages: visioning and setting a goal, scanning potentials, planning for development, and creating a roadmap. The first stage involves identifying the drivers or trends that impact tourism. These insights will help stakeholders set future development objectives and examine the appropriate technology. The second stage focuses on assessing the current domestic research and technological capabilities related to sustainable tourism. The third stage entails conducting a gap analysis to compare the technological needs for achieving future goals with the existing capabilities identified in the previous stage. Key stakeholders will then collaborate to propose initiatives for research and development, infrastructure improvements, and human resource training to bridge these gaps. Finally, in the fourth stage, the outcomes from stages 1–3 will be synthesized to create a comprehensive roadmap. To ensure clarity and mutual understanding, this completed roadmap should be effectively communicated across the relevant communities.

3.2. Customized Structure of the National Technology Roadmap

This study applied the customized structure for a national technology roadmap from the work of Gerdsri et al. [28] (as shown in Figure 3) to create the national technology roadmap toward sustainable tourism in a time-based, 2-dimensional hierarchy diagram and customize it into six layers: drivers; strategic targets; areas for development (product/service with technology readiness levels and process); technology themes; R&D programs and infrastructure. These six layers contain inputs to be assigned from the perspectives of the involved stakeholders. A review of the existing studies on roadmap architecture reveals several foundational principles related to layered structures, which can be summarized as follows [32,33]:

• Drivers—This layer captures the key forces and trends influencing the industry.
• Strategic Targets—Derived from the drivers layer, this tier reflects the government priorities and desired outcomes. It is often referred to as the “Know-Why” layer.
• Areas for Development: Products/Services and Processes with Technology Readiness Levels (TRLs)—Informed by the strategic targets layer, this stage outlines the technological products, services, and processes required to meet these targets. Referred to as the “Know-What” layer, it also incorporates TRLs to indicate the sector’s current state of technological maturity.
• Technology Themes—This layer builds on the areas for development, defining thematic areas or scopes that highlight technological opportunities and capability directions.
• R&D Programs and Infrastructure—These layers are informed by both the technology themes and areas for development and represent the necessary knowledge base, skilled workforce, and physical resources needed to support the roadmap’s goals.

Figure 3. Customized structure for a national technology roadmap (source: Gerdsri et al. (2024) [28]).

Figure 3. Customized structure for a national technology roadmap (source: Gerdsri et al. (2024) [28]).

To allocate inputs in each layer, the highest layer of drivers includes environmental factors or trends that influence the future growth of a particular industry. The second layer, which focuses on strategic targets, outlines the national goals or objectives that should be met through the future advancement of that industry. To enhance the product layer of the basic technology roadmap (TRM), the third layer for development encompasses product, service, and process innovations, along with the corresponding current technology readiness level (TRL) indicators. The allocation of resources is then utilized to facilitate the implementation process, bridging the technological gaps between the current and target levels of technology readiness (ΔTRL). The fourth layer, known as the technology themes, outlines the technological concepts that facilitate development in various areas. The fifth layer, R&D programs, focuses on the technological knowledge that needs to be explored or researched, emphasizing the need for collaboration within academic networks. A bibliometric analysis is performed to explore the current research trends, expertise, and networks within the research community. The sixth and final layer, infrastructure, outlines the distinct roles, responsibilities, and regulatory requirements associated with technological advancement.

4. Roadmap Development for Sustainable Tourism Industry in Thailand

The development of Thailand’s sustainable tourism roadmap was undertaken from January to October 2024, funded by Thailand Science Research and Innovation (TSRI). This initiative involved a collaborative effort of over 100 participants, including government officials, academics, industry practitioners, and tourism experts. The selection of participants was informed by the researchers’ established academic and professional relationships (see details of participants in

Table 2. Details of participants.

Category	Title/Role	Count	Expertise/Experience
Government officials	Policymakers/policy developers	20	Over five years of developing or making decisions on tourism strategies and policies at the national or regional levels Strong grasp of technology integration in tourism, deep understanding of the country’s tourism system, and familiarity with legal frameworks and current tourism trends and challenges
	Tourism authorities	20
Academia	Tourism professors	10	Specialization in tourism technology, digital tourism, smart tourism, or innovation in tourism In-depth knowledge of tourism research networks, trends, and agendas
	Technology and innovation researchers	10	Understanding of technology diffusion and adoption, particularly in tourism
	Business management professors (with a focus on tourism)	5	Expertise in the economics of tourism, business models, and competitive strategies relevant to the tourism sector
Industry practitioners	Hotel and accommodation sector	5	At least five years in developing strategies driving technology adoption within their organizations Comprehensive view of national tourism landscape as well as current tourism trends, challenges, and opportunities
	Tour operators and travel agencies	5
	Technology solution providers	3	Over two years of experience with tools like AI chatbots, CRM systems, destination platforms, and online booking technologies
	Tourism tech start-up founders	7	A minimum of one year of building or implementing tourism-related technologies
Tourism experts	Cultural heritage and ecotourism specialists	8	More than three years of experience in the tourism domain Knowledgeable about using tech to enhance visitor engagement while conserving heritage and nature
	Travel journalists and influencers	12	Over two years in the tourism sector Insights into how consumers perceive and interact with tourism technologies and trends

). Those participants were invited to join workshops and in-depth interviews as the primary data collection methods.

During stage 1, visioning and setting a goal (March 2024), the participants were invited to engage in two structured meetings, each lasting three hours. The participants were divided into two groups of 50 and 55 individuals, respectively, ensuring that each group included representatives from the four key stakeholder categories: government officials, academics, industry practitioners, and tourism experts. During the first meeting, participants collaboratively identified the significant drivers and emerging trends influencing the tourism sector. In the second meeting, the same participants focused on articulating long-term development objectives and identifying the technologies necessary to achieve those goals. All the qualitative inputs from both sessions were subsequently examined and synthesized to identify the converging themes.

During stage 2, scanning, between April and June 2024, the project team undertook a comprehensive assessment of the existing national research capacities and technological competencies within the tourism sector. The results from this environmental scan were systematically compared with the findings from stage 1 to ensure content validity and alignment. Based on this comparative analysis, a preliminary draft of the tourism technology roadmap was formulated, outlining the key strategic directions for future development.

During stage 3, planning, for development in July 2024, the same participant groups were invited again for two additional formal sessions, each spanning three hours. The first session involved presenting the draft version of the technology roadmap and soliciting general feedback from the participants. In the second session, participants were asked to evaluate the gaps between the projected future needs and the current state of technological and research capacity. They were also invited to propose strategic interventions, including the initiation of R&D activities, the enhancement of technological infrastructure, the development of human capital, and the formulation of supportive policy measures. Data from these discussions were analyzed to extract insights and consensus.

During the final stage, stage 4, creating, in August-October 2024, the roadmap was revised in accordance with the feedback obtained during Stage 3. The updated version was then presented to a group of key stakeholders for validation and further refinement. From the initial pool of participants, eleven individuals were purposively selected to represent each unique title or role as outlined in Column 2 of Table 2. They were chosen through convenience sampling to participate in in-depth, semi-structured interviews lasting three hours. These interviews aimed to gather additional recommendations for improving the roadmap. The qualitative insights obtained from this interview were systematically analyzed to guide the final revisions, leading to the completion of the technology roadmap aimed at promoting sustainable tourism development in Thailand.

The details of Thailand’s sustainable tourism roadmap are shown in Figure 4. Engaging participants identified major drivers impacting the development of sustainable tourism. It is projected that from 2024 to 2030 and beyond, this sector will be influenced by environmental concerns (such as climate change, pollution, and biodiversity loss), the advancement of digital platforms, and the increasing trends of an aging population, diversity, and inclusion. Moreover, the anxiety on political unrest is set for the short-to-medium term and the emergence of middle-income nations is addressed for the medium-to-long term.

The strategic target for future ‘SGA-RRR (Sustainable, Green, Adaptive, Regenerative, Responsible, and Resilience) tourism’ development is set to strengthen the tourism ecosystem in the short term (2024–2026); to create smart/metaverse tourism in the medium term (2027–2030); to prepare quality and personalized tourism in the long term (2027–2030), along with the ‘development of supply side’ in the medium-to-long term.

The focus areas for product and service development are as follows: eco-design in the short-to-medium term, digital products and service automation in the medium term, and personalized tourism offerings in the long term. As for the process, sustainability tourism development based on the GSTC (Global Sustainable Tourism Council) criteria is set for the short-to-medium term, whereas digital and data management is set for the long term. These developments need robust technology themes: appropriate and alternative technologies for sustainability and biodiversity in the short-to-medium term and digital technologies (e.g., AI, Block chain, and IoTs) in the medium-to-long run.

To reach the short-to-medium term targets, R&D programs should focus on two angles: one angle is related to sustainability, biodiversity, and the GSTC standards. Another angle is focused on digital transformation in tourism. Throughout the short-to-long term targets, programs should focus on Data Analytics, Tourism Demand Forecasting, Cybersecurity in Tourism, and E-Tourism Platforms. The details of each program are described as follows:

Key research areas on sustainability, biodiversity, and GSTC standards in tourism

• Environmental impact of tourism: To investigate how tourism affects ecosystems, wildlife, water and energy consumption, and waste production. This investigation motivates studies on how to minimize tourism’s carbon footprint and promote eco-friendly practices from transportation and energy-efficient accommodations to conservation-based tourism. This area relates to SDG 6: Clean Water and Sanitation, SDG 12: Responsible Consumption and Production, SDG 13: Climate Action, and SDG 15: Life on Land.
• Community-based tourism (CBT): To investigate how tourism can be developed with the participation of local communities, ensuring that they benefit from tourism activities while maintaining control over the cultural and environmental aspects of their areas. This area links to SDG 8: Decent Work and Economic Growth, SDG 10: Reduced Inequalities, and SDG 11: Sustainable Cities and Communities.
• Tourism carrying capacity: To study the limits to the number of visitors a destination can support before environmental or social damage occurs. This area connects to SDG 11: Sustainable Cities and Communities, SDG 12: Responsible Consumption and Production, and SDG 15: Life on Land.
• Sustainable tourism practices for biodiversity conservation: To study the creation and implementation of sustainable tourism models that reduce the environmental footprint. This area addresses SDG 12: Responsible Consumption and Production, SDG 14: Life Below Water, and SDG 15: Life on Land.
• Tourism’s role in supporting indigenous knowledge and biodiversity: To obtain insights on how tourism can support or harm indigenous communities’ traditional knowledge related to biodiversity and conservation and how indigenous practices contribute to sustainable tourism models. This area pertains to SDG 4: Quality Education, SDG 10: Reduced Inequalities, and SDG 15: Life on Land.
• The roles of GSTC standards in tourism management: To investigate how tourism practitioners utilize the GSTC criteria to manage their tourism sustainably, from integrating the standards into destination management plans, marketing sustainable tourism, to monitoring progress toward sustainability goals. This area relates to SDG 8: Decent Work and Economic Growth, SDG 12: Responsible Consumption and Production, and SDG 17: Partnerships for the Goals.
• The adoption and execution of GSTC standards: To shed light on how tourism businesses apply the GSTC criteria. This area also addresses challenges in incorporating GSTC standards into the national roadmap and the industry’s readiness to achieve the sustainability goals. This area links to SDG 9: Industry, Innovation and Infrastructure, SDG 12: Responsible Consumption and Production, and SDG 16: Peace, Justice and Strong Institutions.

Key research areas on Data Analytics, Tourism Demand Forecasting, Cybersecurity in Tourism, and E-Tourism Platforms

• Data analytics in tourism: To study how to use large datasets to understand and predict tourist behaviors, preferences, and trends. This understanding enables businesses and governments to adopt data-driven rationales on decisions, marketing strategies, resource allocation, and service improvements. This area links to SDG 9: Industry, Innovation and Infrastructure, SDG 11: Sustainable Cities and Communities, and SDG 12: Responsible Consumption and Production.
• Tourism Demand Forecasting: To investigate how to use statistics and/or mathematical models to forecast future tourism trends. This forecast enables stakeholders in the tourism sector to strategically manage resources, optimize pricing strategies, and plan for future developments. This area pertains to SDG 8: Decent Work and Economic Growth, SDG 9: Industry, Innovation and Infrastructure, and SDG 12: Responsible Consumption and Production.
• Cybersecurity in Tourism: To examine how to protect customer information, online transactions, and an organization’s computer systems from cyberattacks. This area addresses SDG 9: Industry, Innovation and Infrastructure, SDG 16: Peace, Justice and Strong Institutions, and SDG 17: Partnerships for the Goals.
• E-Tourism Platforms: To understand how these platforms create tourism demand, shape business models, and influence tourist behavior. This area connects to SDG 8: Decent Work and Economic Growth, SDG 9: Industry, Innovation and Infrastructure, and SDG 10: Reduced Inequalities.

To achieve the short-to-medium term targets, infrastructure should focus on green technology/biotechnology, the knowledge management network, and the community of practice (CoP). The involved governmental representatives, academia, business practitioners, and tourism professionals revealed that green technology and biotechnology play a vital role in sustainable tourism through the reduction of environmental impacts. Green technology and biotechnology enable the use of renewable, eco-friendly energy sources (e.g., solar and wind power), waste management technologies (e.g., recycling and managing the carbon footprint). As another piece of infrastructure, the knowledge management network and community of practice (CoP) interconnect various stakeholders —from tourism practitioners, governmental agencies, and researchers to local communities—who co-create value and innovation through integrating three concepts of community-based tourism (CBT), service-dominant logic (SDL), and customer journey mapping (CJM) [3,34]. Through the principles of SDL, stakeholders within the network can exchange leveraging operant resources such as tourism insights, knowledge, and expertise via online platforms and social activities, ensuring adaptability and competitiveness within the sector. Aligning with CBT, these networks empower local communities by enhancing their role in tourism development and decision-making, particularly in preserving cultural heritage and advancing eco-tourism initiatives. Additionally, from a CJM perspective, such collaborative efforts improve the overall tourist experience by identifying pain points and opportunities at various touchpoints, thereby enhancing service design and destination management.

Throughout the medium-to-long-term targets, the infrastructure should focus on database infrastructure/digital R&D infrastructure/data transfer management/digital destination platform/data integration management. The database infrastructure supports the management of vast amounts of data, from tourist behavior to environmental impact assessments. This data management relies on robust servers and cloud storage systems, enabling tourism stakeholders to make data-driven decisions on strategies and resource utilization that promote sustainability. Coupling with the database infrastructure, the digital R&D infrastructure supports innovation by providing the tools and platforms necessary for R&D efforts in areas like sustainability solutions, smart tourism, and simulation environments.

Meanwhile, the data transfer management infrastructure ensures the security and effectiveness of information flows within networks. This infrastructure will integrate data from various sources (e.g., travel agencies, hotels, and governments) in order to investigate and monitor incidents that affect sustainability (e.g., overtourism, resource overuse, or changes in tourist preferences). The efforts enabled by the database infrastructure, digital R&D infrastructure, and data transfer management require the digital destination platform as a central hub for involved stakeholders. This platform is supposed to provide real-time travel information (e.g., travel options, accommodations, and tourist attractions) while promoting environmentally friendly choices.

To support all of the above, data integration management should be performed in a unified, collaborative system. This management involves linking travelers’ preferences and behaviors with sustainable tourism practices as well as aligning the use of resources with the conservation of the environment.

5. Discussion and Recommendations

This study presents the development of a national technology roadmap toward sustainable tourism development in Thailand. Stakeholders from government and academia to industries can use this roadmap to drive sustainability in the tourism sector as follows:

Firstly, government agencies can utilize the roadmap to convey a national technology strategy, synchronize with other strategic initiatives, and foster collaboration within the tourism ecosystem. This will enable them to implement supportive policies, such as relaxing restrictions and regulations or encouraging innovative partnerships following the concept of the sectorial innovation system or triple-helix model, which involves collaboration among the government, academia, and industry [35]. At the same time, other government entities engaged in sustainable development, technology, and innovation can utilize the roadmap to identify strategic plans and actions related to infrastructure, enabling factors, technology utilization, and addressing limitations [36,37].

Secondly, universities and research institutions can make significant contributions as knowledge sources to co-creating sustainable tourism [38]. For example, Rinaldi, C. et al. [39] describe a case study involving an Italian EU project where a local university partnered with multiple stakeholders to convert a city and its surrounding countryside into a sustainable destination for gastronomy and food tourism. Their case highlights the collaboration between academia and local community through a cyclical process of communication and outcomes, extending beyond the project’s duration. Additionally, evaluating the compatibility between partners before initiating the collaboration is essential to enhance the efficiency and fluidity of their interactions [40,41].

In this study, universities and research institutions can utilize the roadmap to tackle their research agendas while aligning them with current tourism trends and demands [42]. Additionally, the roadmap provides guidance for enhancing institutional capabilities and developing human resources, which may include revising curricula or establishing incubation programs to cultivate talent or specialists in sustainable tourism [42,43]. Within the context of university–industry collaboration (UIC), the portfolio of academic partners and the overall collaboration strategy can be designed to support UIC initiatives that engage multiple academic institutions [44,45].

Moreover, businesses committed to advancing sustainable tourism can leverage this roadmap to shape their technology strategies and plan the development of future products and services. However, tourism companies must consider tourists’ technological competence (TTC) when developing tech-driven services. Understanding TTC enables product differentiation, targeted marketing, and strategic planning. It also helps enhance services, train staff, and collaborate with technology providers, ensuring customer satisfaction and competitiveness [46]. Similarly, corporations that align their technology roadmap with the national roadmap can seize business opportunities from supportive measures and benefits such as tax incentives, sponsoring funds, shared resources, infrastructure, etc. [28].

Once the technology roadmap enters the implementation phase, the roles and responsibilities of the three main stakeholder groups—government, academia, and industry—may shift throughout the process. Some nations encounter significant challenges in implementing sustainable tourism. In Iran, for instance, advancing sustainable tourism requires sophisticated decision-making tools and planning models to effectively address the complex environmental, social, and economic factors influencing the sector [19]. In Portugal, these challenges include the absence of a long-term vision, unclear definitions, limited integration into government policy, excessive bureaucracy, conflicts between economic priorities and environmental policies, and divergent expert opinions [20]. In Cambodia, the national technology roadmap for tourism aims to achieve sustainability and inclusivity by 2030, with a focus on eight key dimensions: (1) Smart Experience, (2) Ecotourism, (3) Integrated Transportation, (4) Digital Transaction and Communication, (5) Tourism Security and Safety, (6) Digital Marketing, (7) Research and Innovation, and (8) Destination Management. However, the roadmap does not specify the current technological readiness status and how target products and services link to the key drivers [47].

According to Figure 1, the Tourism Sustainable Development Index (TSDI), developed by the Global Sustainable Tourism Council (GSTC), reported that Thailand scored only 2.25 out of 10 in eco-responsible travel [10]. This concerning result highlights the urgent need for strategic planning guided by clear visions and definitions, strong integration into government policy, enhanced domestic R&D capabilities, industry readiness and demand, as well as alignment and consensus among key stakeholders.

As previously noted, this study proposed a customized roadmap framework and roadmapping approach aimed at enhancing alignment among these key stakeholders. Accordingly, the implementation phase should focus on fostering dynamic collaboration across all groups while minimizing siloed operations.

Gerdsri et al. [27] suggest a three-phase approach to implementing a technology roadmap: initiation, development, and integration. At the national level, applying this framework begins with the initiation phase, during which two teams should be formed: a roadmap idea champion team and a TRM (Technology Roadmapping) support team. These teams, comprising representatives from government, academia, and industry, should function as a steering committee to ensure alignment, monitor progress, and oversee implementation.

Supplementary tools are also recommended. For instance, a timetable should be developed to schedule regular reviews and updates of the roadmap, ensuring both alignment and adaptability. Additionally, a step-by-step workbook can help prevent misunderstandings during execution, a well-defined set of measurement indicators can demonstrate both direction and progress, and workshops can be held to promote a cooperative, innovative, and dynamic working environment.

6. Conclusions

This study presents the development of a national technology roadmap designed to advance sustainable tourism in Thailand. Building on a roadmapping approach, this study outlines a four-phase process that emphasizes stakeholder engagement and the alignment of their perspectives with the relevant literature to strengthen data validation. It then introduces a customized roadmap structure tailored to fit national strategic planning and implementation.

The roadmap outlines key strategic targets, including the promotion of SGA-RRR tourism (Smart, Green, Accessible, Responsible, Resilient, and Regenerative), the enhancement of the tourism ecosystem, the integration of smart and metaverse tourism technologies, supply-side improvements, and the delivery of high-quality, personalized tourism experiences.

Future initiatives will emphasize eco-design principles, digital product innovation, service automation, customized tourism offerings, alignment with the Global Sustainable Tourism Council (GSTC) standards, and effective digital and data management practices.

Importantly, the roadmap serves as a strategic framework to coordinate development efforts across industries, educational institutions, research organizations, and policymakers. By aligning national actions with global sustainability trends, Thailand can strengthen its transition toward having a resilient and sustainable tourism sector. For the roadmap implementation, this study recommends forming two dedicated teams—an idea champion team and a TRM support team—to oversee the alignment, monitoring, and control of the process. Additional support tools are also suggested, including a timetable for regular review and updates, a step-by-step workbook to clarify execution procedures, and workshops to foster a collaborative, innovative, and dynamic environment.

However, this study focuses on the national tourism sector as a case to advance sustainable tourism in Thailand. To validate the applicability of the proposed roadmapping approach and the customized technology roadmap structure, further application across additional sectors is recommended—for example, in agriculture, healthcare, manufacturing, and logistics. Moreover, the structural process for cascading from policy development to operational execution—specifically, translating a national-level roadmap into actionable implementation at the operational level—warrants further investigation to enhance the effectiveness of the roadmap application.