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As the Journal of Tourism Futures celebrates its 10th anniversary, Dr. Albert Postma (NHL Stenden University) interviews Professor Ian Yeoman (NHL Stenden University) as co-editor of the Journal of Tourism Futures and expert on scenario planning in tourism and hospitality.

A personal interview.

Yeoman shares his expertise on the establishment and evolution of the Journal of Tourism Futures, in the context of the growth of futures thinking in tourism within a science and industry context.

The interview provides insights in the evolution of futures thinking in tourism, reflected in the growth and growing reputation of the Journal of Tourism Futures.

This study aims to use organizational fashion to underscore a novel phenomenon in which products, services and practices fade in and out of the tourism/hospitality setting within a specific time frame. Drawing from the fashion theoretical strands in organization research, this paper studies how fashion has been conceptualized, operationalized and then diffused among tourism/hospitality enterprises.

A qualitative case design was used. A total of 37 semistructured in-depth interviews with executives of innovative tourism/hospitality companies (e.g. restaurants, hotels, theme parks and travel agencies) were conducted. This paper focuses on the organizational fashion phenomenon in which organizational trendsetters with creative, “hot” products/services have emerged prominently in the marketplace.

This inquiry illustrates a social phenomenon concerning the organizational fashion setting process by integrating existing production practices among different organizational suppliers in the hospitality sector. Different cases in the study show that fashion consists of a series of hybrid, paradoxical processes. These include conceptualization (conventionalization vs novelty, and personalization vs conformity), operationalization (bundling vs unbundling, and learning vs relearning) and diffusion (framing vs co-framing, and adaptation vs alteration).

Throughout the three continuous processes, service design and identity development for consumption, as well as value creation and knowledge transformation for production, are carried out according to the decision of what is “hot” and what is “out” at a particular time. In essence, fashion helps to explain why hospitality institutions imitate specific innovations to take advantage of popular trends in the consumer market, as well as how such trends vanish eventually.

This research contributes the insight that organizations use fashion as a managerial initiative to translate their organizational goals and improvise nascent products and services. The fashion processes can be triggered by microlevel individual organizations and are spread through a series of social interactions to become macrolevel phenomena in a recurring manner.

Play and exercise at the workplace have been promoted as ways to counter the development of lacking physical activity and improve workplace health. Through a reappraisal of the critical literature on workplace exercise, the analysis seeks to answer two questions: How do managers perceive employee health in the intersection between individual responsibility and collective community? How can the performative potentials of workplace exercise be critically understood?

We use an institutional approach along with critical theories on management in which we argue that specific logics guide certain practices, values and beliefs within organizations. This qualitative study relies on insights from three diverse Danish workplaces that have implemented exercise during workhours.

Adopting exercise and play as elements inspired by community sports becomes a powerful managerial technique. Managers combine practices such as play and voluntarism with the logics of profession and corporation. This gives rise to practices known from community sport that can lead to micro-emancipations during work as well as to subtle forms of managerial power by hiding explicit references to employee health.

By combining an institutional logics perspective with critical views, the study contributes to the growing body of research on workplace exercise by pointing to the potentials and constraints of adopting a community logic into practices. The study adds nuances to the view on workplace exercise in the critical management literature as well as illustrating the conditions necessary to make exercise and health promotion reconcilable with existing managerial practices.

This discursive paper considers the use of restrictive practices in mental health inpatient settings and how these are often prioritised over relational approaches, especially where the diagnostic label of personality disorder intersects with risk.

Key concepts from Orwell’s 1984 are studied for their pertinence to mental health inpatient settings, supporting our argument that restrictive practices arise from dichotomous thinking and externalised fears.

Drawing upon Orwellian themes of power, social control and digital surveillance from 1984, the authors highlight the role of fear in perpetuating restrictive practices under a guise of benevolent care in mental health inpatient settings, especially for those who are diagnosed with a personality disorder. A lack of preparedness to work with complexity in such environments, coupled with a deficit in self-reflexivity and critical thinking, can exacerbate challenges.

To transcend damaging dichotomies and reduce restrictive practices in inpatient settings, the authors make the argument for the adequate preparation and education of the mental health nurse and authentic, collaborative, user-involved care.

The authors use Orwell’s novel to support a critical discourse around those damaging dichotomies and inherent contradictions that contribute to restrictive practice in contemporary mental health settings and to question whose interests’ these restrictive practices serve.