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This research systematically reviews the literature on social sustainability within hospitality and tourism supply chains (H&T SCs). The aim is to identify research approaches, emerging themes, geographic and sectoral scopes and current gaps in understanding social sustainability practices in this sector.

The review has been carried out using the “Preferred Reporting Items for Systematic Reviews and Meta-Analyses guidelines” (PRISMA). The authors analyzed 17 peer-reviewed journal papers from 2008 to the present.

Early research focused on qualitative methods and developed countries, while recent studies have shifted to quantitative approaches. There is a notable gap in using multi-criteria decision-making for social sustainability. The review identified eight categories of social practices, with the most attention given to “society and community development” and the least to “human rights.”

To enhance social sustainability, businesses and policymakers should focus on improving supply chain collaboration, standardizing social sustainability metrics, assessing stakeholder perceptions and supporting small enterprises in developing countries. This review is limited to English open-access journals and excludes studies in other languages. Additionally, by not including articles on sustainable tourism or development – which often emphasize environmental and economic aspects – important social dimensions may have been overlooked. Future research should broaden search parameters to achieve a more comprehensive understanding of social sustainability in H&T SCs.

This study addresses a critical gap in the literature on social sustainability within H&T SCs, particularly in databases like Web of Science and Scopus, offering new insights and directions for future research.

The purpose of this paper is to identify patterns of project risk management (PRM) practices’ adoption, and provides empirical evidence concerning the importance (and key attributes) of organizational PRM maturity to the use of risk-related practices and project performance.

The research involved two phases: interviews with five project managers, and a worldwide survey of project managers that resulted in the analysis of 865 valid questionnaire responses. Cluster analysis was used to classify PRM practices’ use, factor analysis to detect the structure of the relationship between the variables measuring PRM practices’ use and a multiple regression analysis (with canonical correlation) to further reveal the different degrees to which PRM practices and organizational maturity are associated.

The identified patterns of risk practices’ adoption indicate that different contexts of organization PRM maturity and project complexity influence practices selection. The PRM practices related with targets (e.g. time-phased budget plan) are the most used, and those related to tools and techniques (e.g. S-curve) are the least used. Additionally, the obtained results confirm that organizational PRM maturity influences risk practices’ usage, moderated by project complexity, and organizational PRM maturity influences project performance.

Empirical methods were used to investigate the relationship between organizational PRM maturity and a large set of PRM practices with project complexity as a moderator. Gaps in the use of PRM practices (i.e. areas where more PRM knowledge and training are needed) were identified. Finally, this work identifies the attributes of organizational maturity with implications in practices’ usage and project performance.

This study aims to examine the relationships between quality management, human capital and innovation (both incremental and radical), and social sustainability practices in hospitality. Also considered are the mediating roles of human capital and innovation.

The study considers 365 hotels located in Spain, using a structural equation model based on Partial Least Squares (PLS) analysis.

The findings show that quality management practices, human capital and incremental innovation all have a direct relationship with social sustainability practices. Human capital and incremental innovation partially mediate the relationship between quality management and social sustainability practices. Radical innovation has no impact on social sustainability practices and does not play a mediating role.

This study enriches the literature on social sustainability in hospitality by showing that quality management, human capital and innovation can enhance social sustainability practices. It offers practical insights by understanding key drivers for promoting social sustainability in the hospitality sector.

Prior research in hospitality has not used a mediation model to empirically examine the aforementioned relationships.

This paper explores the convergence of Education 4.0 and Industry 4.0 and presents a Twin Peaks model for their seamless integration.

A high-level literature review is conducted to identify and discuss the important challenges and opportunities offered by both Education 4.0 and Industry 4.0. A novel Twin Peaks model is devised for the convergence of these domains and to cope with the challenges effectively.

The proposed Twin Peak model for the convergence of Education 4.0 and Industry 4.0 suggests that the development of these two domains is interdependent. It emphasizes ethical considerations, inclusivity and understanding the concerns of stakeholders from both education and industry. We have also explained how continuous incremental adaptation within the proposed Twin Peaks model might assist in addressing concerns of one sector with the opportunities of the other.

First, Education 4.0 and Industry 4.0 are reviewed in terms of opportunities and challenges they present. Second, a novel Twin Peaks model for the convergence of Education 4.0 and Industry 4.0 is presented. The proposed discovers that the convergence is adaptive, iterative and must be ethically sound while considering the broader societal implications of the digital transformation. Third, this study also acts as a torch-bearer for the necessity for more research of this kind to guarantee that our educational ecosystem is adaptable and capable of producing the skills required for success in the era of IR4.0.