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By adopting a cultural lens, this study aims to conceptualize destination-community hospitality to capture societal hospitality at the destination as an intangible asset. Destination-community hospitality comprises a set of attitudes and traits that are organically conveyed by community members and directly experienced by tourists. The paper contributes to efforts aimed at freeing hospitality from the confines of commercial lodging and food and beverage establishments.

This study proposes an affection–attention–awareness (AAA) framework by drawing on the pertinent literature and leveraging the affective–behavioral–cognitive model of attitudinal change. It focuses on the effects of cognition in conceptualizing destination-community hospitality as the core of the framework. Methodologically, the framework is illustrated with qualitative data including observational fieldwork and interviews conducted in Iran.

Illustration of the AAA framework in the context of Iran highlights how welcoming attitudes are leveraged at a destination as an ingrained community mindset even in the absence of formal initiatives or professional training. It underscores the hospitality advocacy role of local-community members irrespective of public-sector policy and capacity deficiencies.

Destinations that strive to attract tourists should tap into the significant wealth of intuitive hospitality within communities as an intangible resource. The ingenuity should be preserved to sustainably enhance the overall tourist experiences. The framework can serve as a guide to strategically facilitate destination-community hospitality.

Research on community-wide hospitality at destinations, as a major cultural asset in the context of strategic hospitality management, remains underdeveloped. With illustrative evidence, the findings elevate the critical role of community members as innate advocates of hospitality in developing destinations. The proposed framework of destination-community hospitality provides a new perspective and impetus for investigating hospitality beyond commercial domains.

Service quality in tourism and hospitality is intimately connected to human resources, which can be cultivated by enhancing workforce skills through training. This chapter probes challenges faced by the expanding tourism higher education in Mashhad, Iran. This growth, partly related to the current or potential development of the industry, is also associated with the general growth dynamics of Iran’s education system. As such, it may have an insufficient connection to the requirements of the job market. The study utilizes results from two focus group sessions organized with educators and tourism service providers in Mashhad. The findings reveal limited practical training, weak instruction, inappropriate course contents, and lack of motivation to have aggravated the gap between higher education and industry needs.

A simple strategic marketing framework is developed based on responsiveness to purposes of travel. It entails identifying purposes of visit associated with a specific destination for potential tourists, shaping tourism development policy decisions based on them, and attracting tourists by directly fulfilling their wishes. Its focus is on what a destination can already offer and is contributory to short- to medium-term tourism development. A structured recognition of purposes of visit is suggested − encompassing 16 categories across four focus areas. To demonstrate the approach, generic strategic action plans are provided for each category. The framework is further applied to Iran, a country associated with a range of attractions as well as certain restrictions.