Ph.D. in Management and MBA in International Business. Professor Dias has over 26 years of teaching experience. He has had several visiting positions in different countries and institutions including Brazil, Angola, Spain, Poland, and Finland. He regularly teaches in English, Portuguese, and Spanish at undergraduate, master and doctorate levels, as well as in executive programs. Professor Dias has produced extensive research in the field of Tourism and Management, including books, book chapters, papers in scientific journals and conference proceedings, case studies, and working papers.

and a tourism researcher at Universidad de Sevilla. Ph.D. in Management and MBA in International Business. Professor Dias has over 26 years of teaching experience. He has had several visiting positions in different countries and institutions including Brazil, Angola, Spain, Poland, and Finland. He regularly teaches in English, Portuguese, and Spanish at undergraduate, master and doctorate levels, as well as in executive programs. Professor Dias has produced extensive research in the field of Tourism and Management, including books, book chapters, papers in scientific journals and conference proceedings, case studies, and working papers.

The agenda of researchers and practitioners in the tourism industry has focused on the demand for sustainable practices. Luxury hotels have also followed this trend, although studies are still limited. The aim of this study is to understand what environmental and social sustainability practices luxury hotels are adopting and how their management perceive the benefits and results from their adoption. This empirical research is based on a case study that triangulates data from semi-structured interviews, document analysis, and observation. The results show that luxury hotels have implemented environmental practices that address energy efficiency measures that reduce water consumption, waste, and carbon emissions and that control, protect, and maintain fauna and flora to promote of unique natural landscapes. They have focused on social practices that address the relations with charitable institutions, provide consumers high-quality services, and create a safe and healthy work environment. Luxury hotels have successfully implemented these practices to reduce operational costs. The study’s findings provide practical guidance for hotel managers who seek to implement sustainability practices.

Employee engagement is becoming an increasingly essential factor in organizational competitiveness. Although employee engagement is an extensively researched topic, the roles of new ways of working and physical environment factors are still under exploited. As such, this study examines the relationship between physical environment factors, the dimensions that integrate new ways of working, and employee engagement. Survey data with 126 respondents are analyzed using structural equation modeling. The findings indicate a positive significant relationship between the physical environment factors and work engagement. Furthermore, this relation is mediated by four facets regarding new ways of working. The results also indicate that, for the group where facilities were not modified, the new ways of working are a stronger predictor of work engagement when compared with the group where facilities were modified. These findings extend existing knowledge on the antecedents of employee engagement, namely physical environment factors and new ways of working. Another important contribution is related to the mediating role of several facets of new ways of working in the relationship between physical environmental factors and employee engagement.

In markets where products and services have become similar, with no major functional differences, and where consumer choices are more and more influenced by emotional aspects rather than by rational thinking, experiences have surfaced as the main form of differentiation between companies. More than the inherent characteristics of products or services per se, brands become a source of differentiation of companies, with its role expanded from an assembly of attributes to a sum of experiences. This investigation in the experiential marketing area aims to understand the dimensions of the experiences that have an influence on consumers, and how do these experiences have influence consumer-based brand equity. Based on a quantitative study, the results show brand experience has a positive influence on consumer-based brand equity. Sensory and emotional experiences evidenced a higher influence in all the dimensions of brand equity. Multigroup analysis also show that intellectual experience triggers brand equity consumers in consumer with positive brand behaviour.

Due to their representativeness in the universe of tourism businesses and the potential to generate innovation, tourism lifestyle entrepreneurs (TLEs) play an essential role in the competitiveness of tourism destinations. Despite this vital importance, the antecedents of innovation generated by these entrepreneurs and their willingness to stay at the destination are still under-explored. Findings from a survey of 178 TLEs indicate that the context influences community attachment, and affects indirectly innovation and willingness to stay. Community attachment has a positive influence on entrepreneurial self-efficacy, innovation and willingness to stay. A transition of the context results to developing economies was also taken into consideration. Theoretical and practical implications are discussed.

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The pandemic resulting from COVID-19 disease has brought about an unprecedented crisis to tourism destinations, resulting in an almost complete shutdown of tourist flows. Whereas disaster recovery models focus on prevention and preparedness, the postpandemic recovery strategies are underexplored, particularly in relation to the highly representative group of small-scale businesses run by tourism lifestyle entrepreneurs (TLEs). An integrated framework for Destination Marketing Organization (DMO) strategic thinking is developed using the Delphi method with Q-sort technique. Findings from a 26-element expert panel emphasize the priority of creating a favorable environment for small-scale business development and supporting the provision of resources and capabilities. After this initial effort to strengthen these fragile businesses, it is essential to increase their communication capacity, a common limitation of TLEs, allowing these entrepreneurs to access niche markets more suited to the business and lifestyle they run. With stronger businesses, DMOs can enhance destination competitiveness and innovation, stimulating cooperation and networking.