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Tourism and Hospitality
Special Issues
Digital Transformation in Hospitality and Tourism
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Digital Transformation in Hospitality and Tourism

A special issue of Tourism and Hospitality (ISSN 2673-5768).

Deadline for manuscript submissions: 15 December 2025 | Viewed by 2498

Special Issue Editor

Dr. Cathrine Linnes

E-Mail Website
Guest Editor
Department of Computer Science and Economics, Østfold University College, Halden, Norway
Interests: digital society; economic sustainability; sustainable tourism; higher education; applied technology

Special Issue Information

Dear Colleagues,

The ongoing digital transformation in the hospitality and tourism sector signals a shift toward smarter, more personalized, and more connected customer service experiences. Emerging technologies such as artificial intelligence (AI), big data analytics, the Internet of Things (IoT), virtual and augmented reality, and blockchain are increasing operational efficiency while enabling more personalized, secure, and immersive guest experiences. At the same time, the rise of sharing economy platforms, virtual events, and synthetic media technologies can challenge the hospitality and tourism industry.

Evolving customer expectations, increasing competitive pressures, and the imperative for sustainability, inclusion, and digital resilience are driving fundamental shifts in the hospitality and tourism industries. They also raise important questions about data privacy, cybersecurity (such as zero trust architectures), algorithmic transparency, and the future of human work in service contexts.

We encourage theoretical, empirical, and transdisciplinary articles that rigorously assess these trends and offer proposals for how the sector may adapt and innovate in a rapidly digitalizing context.

Dr. Cathrine Linnes
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Tourism and Hospitality is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1200 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • digital transformation in tourism
  • hospitality technology
  • smart tourism
  • platform-based hospitality
  • virtual and hybrid travel experiences
  • tourism security and privacy
  • trust in digital tourism services
  • digital innovation in tourism
  • digital sustainability in tourism
  • synthetic media and destination marketing

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Further information on MDPI's Special Issue policies can be found here.

Published Papers (3 papers)

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Research

26 pages, 711 KB  
Article
Algorithmic Management in Hospitality: Examining Hotel Employees’ Attitudes and Work–Life Balance Under AI-Driven HR Systems
by Milena Turčinović, Aleksandra Vujko and Vuk Mirčetić
Tour. Hosp. 2025, 6(4), 203; https://doi.org/10.3390/tourhosp6040203 - 4 Oct 2025
Viewed by 659
Abstract
This study investigates hotel employees’ perceptions of AI-driven human resource (HR) management systems within the Accor Group’s properties across three major European cities: Paris, Berlin, and Amsterdam. These diverse urban contexts, spanning a broad portfolio of hotel brands from luxury to economy, provide [...] Read more.
This study investigates hotel employees’ perceptions of AI-driven human resource (HR) management systems within the Accor Group’s properties across three major European cities: Paris, Berlin, and Amsterdam. These diverse urban contexts, spanning a broad portfolio of hotel brands from luxury to economy, provide a rich setting for exploring how AI integration affects employee attitudes and work–life balance. A total of 437 employees participated in the survey, offering a robust dataset for structural equation modeling (SEM) analysis. Exploratory factor analysis identified two primary factors shaping perceptions: AI Perceptions, which encompasses employee views on AI’s impact on job performance, communication, recognition, and retention, and balanced management, reflecting attitudes toward fairness, personal consideration, productivity, and skill development in AI-managed environments. The results reveal a complex but optimistic view, where employees acknowledge AI’s potential to enhance operational efficiency and career optimism but also express concerns about flexibility loss and the need for human oversight. The findings underscore the importance of transparent communication, contextual sensitivity, and continuous training in implementing AI systems that support both organizational goals and employee well-being. This study contributes valuable insights to hospitality management by highlighting the relational and ethical dimensions of algorithmic HR systems across varied organizational and cultural settings. Full article
(This article belongs to the Special Issue Digital Transformation in Hospitality and Tourism)
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23 pages, 830 KB  
Article
Leaders’ STARA Competencies and Green Innovation: The Mediating Roles of Challenge and Hindrance Appraisals
by Sameh Fayyad, Osman Elsawy, Ghada M. Wafik, Siham A Abotaleb, Sarah Abdelrahman Ali Abdelrahman, Azza Abdel Moneim, Rasha Omran, Salsabil Attia and Mahmoud A. Mansour
Tour. Hosp. 2025, 6(4), 202; https://doi.org/10.3390/tourhosp6040202 - 2 Oct 2025
Viewed by 552
Abstract
The hospitality sector is undergoing a rapid digital change due to smart technology and artificial intelligence. This presents both possibilities and problems for the development of sustainable innovation. Yet, little is known about how leaders’ technological competencies affect employees’ capacity to engage in [...] Read more.
The hospitality sector is undergoing a rapid digital change due to smart technology and artificial intelligence. This presents both possibilities and problems for the development of sustainable innovation. Yet, little is known about how leaders’ technological competencies affect employees’ capacity to engage in environmentally responsible innovation. This study addresses this gap by examining how leaders’ competencies in smart technology, artificial intelligence, robotics, and algorithms (STARA) shape employees’ green innovative behavior in hotels. Anchored in person–job fit theory and cognitive appraisal theory, we propose that when employees perceive a strong alignment between their skills and the technological demands introduced by STARA, they are more likely to appraise such technologies as opportunities (challenge appraisals) rather than threats (hindrance appraisals). These appraisals, in turn, mediate the link between leadership and green innovation. Convenience sampling was used to gather data from staff members at five-star, ecologically certified hotels in Sharm El-Sheikh, Egypt. According to structural equation modeling using SmartPLS, employees’ green innovation behaviors are improved by leaders’ STARA abilities. Crucially, staff members who viewed STARA technologies as challenges (i.e., chances for learning and development) converted leadership skills into more robust green innovation results. Conversely, employees who perceived these technologies as obstacles, such as burdens or threats, diminished this beneficial effect and decreased their desire to participate in green innovation. These findings highlight that the way employees cognitively evaluate technological change determines whether leadership efforts foster or obstruct sustainable innovation in hotels. Full article
(This article belongs to the Special Issue Digital Transformation in Hospitality and Tourism)
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17 pages, 262 KB  
Article
A Comparative Study of VR and 2D Tourism Videos: A Thematic Analysis of Virtual Tourism Experiences Among Generation Z
by Ye Shen, Keri Schwab, Aja Tsutsumi and Katherine Fey
Tour. Hosp. 2025, 6(4), 200; https://doi.org/10.3390/tourhosp6040200 - 2 Oct 2025
Viewed by 702
Abstract
Tourism marketing videos can lead to positive emotions and visit intention. This study investigated the impact of VR and 2D tourism videos on user engagement, perception, and emotional responses. This research adopted a priori coding, analyzed 52 interviews using thematic analysis, and concluded [...] Read more.
Tourism marketing videos can lead to positive emotions and visit intention. This study investigated the impact of VR and 2D tourism videos on user engagement, perception, and emotional responses. This research adopted a priori coding, analyzed 52 interviews using thematic analysis, and concluded a framework with six dimensions, including interactivity, authenticity, presence, cognitive value, hedonic value, and learning value. Findings indicate that VR videos compared to 2D allow users to explore the environment actively and feel an increased sense of presence. However, challenges such as rapid movement, lack of control, and distractions were also reported. VR does not necessarily lead to a higher sense of authenticity because the fast-paced sequences and distracting elements may negatively affect the experiences. Regarding cognitive values, participants mentioned that the videos increased their knowledge of the destination, particularly the 2D format video maintained viewers’ focus. VR facilitates exploration and may enhance learning value. Videos can also generate hedonic value, as many participants reported the emotions of excitement, happiness, and relaxation while watching videos. The findings extend the literature on immersive experiences in the video context. This research also offers practical insights into tourism marketers to design more engaging and effective tourism videos. Full article
(This article belongs to the Special Issue Digital Transformation in Hospitality and Tourism)
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