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The main stance of this paper is to draw an authentic and rigorous outlook in terms of the financial and operational performance of small lodging establishments (SLEs) and put forth achievable and practical economic solutions that demonstrate the relative effectiveness of the adopted measures. This paper also suggests practical solutions to help minimize SLEs' financial vulnerability to long-term crisis and to boost their resilience with relative measures by applying recovery revival strategies for this particular segment of the lodging industry.

The authors have picked a locally owned resort hotel in Central Florida area and structured a real-life, case study-based inductive approach that is purposeful and offers rich economic outlook and analysis for the entire lodging industry, especially for the resort-hotel type of accommodation facilities. The main reason for why they only focus on one company is that they can fully understand the financial effects of COVID-19 on resort type of hotels and layout countering strategies. To achieve paper objectives, they have implemented cost–benefit (C–B), break-even (B-E) analyses along with a sensitivity testing approach.

The most striking result was that during the state-mandated shutdown period in 2020, overhead and overall operational costs associated with room sales and revenues were very high during this period that shrank the contribution margin ratio for rooms CMRw (room) and eventually yielded high sales volumes to be achieved at the B-E points vs lower sales volumes with almost the same average daily rate (ADR) levels needed for the B-E levels.

Future studies should specifically delve further into a portfolio of SLEs in the region or state or nation wise because the units comprising the SLEs might be too small to muster the changes required to bounce forward for the entire lodging industry in the world.

The resort's revenue re-optimization focus should center on financial re-benchmarking and business re-viability stress under different levels of shock scenarios. According to the different scenarios and calibrations for the ADRs, room nights, net present values (NPVs) of cash flows and profit margins derived from our main analyses, minimizing expenses and preserving cash would be the best key strategy for financial recovery during an ongoing COVID-19 pandemic.

It is obvious that the lodging, hospitality and tourism industry are the hardest-hit industries by the harsh and adverse effects of COVID-19. The effects of pandemic are differently shaped on operations in different industries and subsectors. Therefore, the operational and financial evaluation for the SLEs as the core and a catalyst in the entire lodging industry can shed a light on the strategic financial recovery procedures with broadly applicable real-life and endogenous capabilities and reasoning.

The purpose of this study is to examine the trend toward purchasing locally grown food and evaluate if tourists visiting Hawai'i are willing to pay more for locally produced foods that are more ecologically sustainable.

A research questionnaire was developed in order to investigate the attitudes and behaviors of tourists from the continental United States visiting Hawai'i in purchasing locally grown food in Hawai'i. The final sample includes 454 valid survey responses collected via Momentive, a market research services company.

According to the findings of this study, there are economic prospects to expand the use of locally cultivated food into the tourists' experience, as well as a willingness for tourists to support these activities financially. The Contingent Valuation study revealed that tourists from the continental United States were ready to pay a higher price to purchase food that is locally grown, signifying that tourists to Hawai'i are willing to aid the local agriculture business by increasing their restaurant/hotel meal bill, which will help Hawai'i become a more sustainable tourist destination.

While tourists from the United States mainland, which is the “an islands” top tourist market, have agreed with paying extra or an additional fee for locally grown food products, this study might not accurately represent the attitudes and behaviors of international tourists visiting Hawai'i. Future research should focus on the international tourist markets which may have different social norms or cultural differences thus could provide a broader spectrum of the current study's findings.

The results of this study provided quantitative evidence that tourists from the United States are interested in purchasing locally grown food items in Hawaii in addition to their willingness to pay an additional fee for these locally grown food products at a restaurant or a hotel dining room, thus addressing a gap in the tourism research.

In recent years, guides to hiking trails and wilderness areas have enjoyed an increase in popularity. Here, Douglas J. Ernest and Lewis B. Herman evaluate more than 100 such books.

At a time when governmental corruption seems rife and administrations grow ever more secretive, the whistleblower is a crucial resource in journalism’s attempts to make accountable those who wield power. Yet despite legislation that is meant to protect employees and officials who expose wrongdoing, a governmental “war on whistleblowers” has made the hazards faced by many whistleblowers increasingly grim. This chapter explores the role of the journalist/whistleblower collaboration in disclosing important, but sensitive, information involving national security. In discussing case studies of those who have braved the government’s anger, we examine not only the circumstances of these breaches, but also their political and legal repercussions.

This chapter came about, after five years of working with the Ngadjuri community on speculative student cultural centre designs. Ideation for those conversations and studio-based interactions, in addition to time and cultural tours spent on Country, revealed a variety of opinions and hopes that exist within the Ngadjuri community for a place to celebrate their cultural heritage. This heritage has an incredible history, and the idea of a cultural centre has been topical since the late Uncle Vince Copley Senior worked with other Ngadjuri community members such as Robert Rigney, on Country and in an advocacy role for Ngadjuri more than 30 years ago. This series of yarnings from a two-part transcription process re-awakens those desires of Elders now passed. The transcriptions are complemented with literature around yarning as a research methodology that delivers current, immediate, and insightful personal thoughts, although only as personal as the lead yarner wishes to share. In addition, the literature contextualises the key themes of which the yarnings divulge. Research has indicated how yarning interactions and interrelationships create a unique dynamic between the researcher and the community members. It is these rich experiences where knowledge is shared in a two-way exchange that is noteworthy for the galleries, libraries, archives, and museums [GLAM] sector. GLAM sector priorities must implement policy to pursue future Indigenisation of their epistemological methods and ontological systems. To address any future data curation of Ngadjuri cultural heritage materials on Country or in GLAM, hearing the personal stories and desires seemed timely and necessary.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

To make better use of its human resource assets, this aerospace company embarked on a major reorganization of operations and introduced the concept of autonomous work teams.

This article advocates for evidenced‐based management and aims to demonstrate how it works.

The article identifies seven implementation principles to help people and companies that are committed to doing what it takes to profit from evidence‐based management.

The seven principles are: treat your organization as an unfinished prototype; no brag, just facts; see yourself and your organization as outsiders do; evidence‐based management is not just for senior executives; like everything else, you still need to sell evidenced‐based management; if all else fails, slow the spread of bad practices; and the best diagnostic question: what happens when people fail?

A follow‐up article needs to show results when firms institute evidence‐based management.

A key underpinning of evidence‐based management are three truths: that most so‐called breakthrough ideas are either old, wrong, or both; that effective companies and leaders are more interested in what is true than what is new; and that those that do simple, obvious, and even seemingly trivial things well will dominate competitors who search for silver bullets and instant magic.

The article explains why the implementation of evidenced‐based management promotes competitive advantage.