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Rural tourism is considered a high potential form of tourism, enhanced by the demand for more sustainable and nature-based solutions, and able to contribute to territory resilience. A rural area is not necessarily a tourist destination, but it might become one, if agricultural enterprises are willing to diversify their economic activities by investing in rural tourism, and local actors provide active support and co-participation. This research focuses on the development of rural tourism in hinterland, mountainous, and hilly areas of the province of Savona in Liguria (North-West of Italy) in order to gather the farmers’ perspectives about local rural tourism destination development. Liguria is known above all as a seaside tourist destination. In recent years, policy makers have initiated a debate with local actors to relaunch Ligurian tourism by trying to develop alternative forms of tourism, such as rural tourism. A sample of 32 farmers already proposing rural tourism activities such as agritourism were involved in a mixed methodological approach aimed at validating local interest toward rural tourism and collecting information for designing future local development policies. At first, a questionnaire set up by a panel of experts was carried out, followed by one-to-one semi-structured interviews, and finally the Nominal Group Technique (NGT) was used to identify local priorities, strategies, and tools. The results highlight the willingness of farmers to invest in the rural tourism sector, the presence of heterogeneous interests, and the complexity of management of the relationship among the various stakeholders. Findings are partially explained by the early stage of development of rural tourism in the analyzed area, a phase in which starting a constructive dialogue on objective and project ideas among all stakeholders seems to be a crucial priority among the farmers taking part in the study.

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Purpose This paper aims to investigate how the COVID-19 health crisis could help business schools move towards more responsible management education (RME). Business schools have been extensively blamed in previous crises for not educating their students in a responsible way. The COVID-19 pandemic could be the pivotal opportunity for business schools to regain legitimacy and a wake-up call to accelerate their journey towards RME. The authors aim to outline an illustration of the transition to a hybrid teaching model and how such educational reconfiguration might lead to more sustainable and RME, also beyond COVID-19. Design/methodology/approach A qualitative approach is proposed to analyse and decrypt the challenges and opportunities of a hybrid approach, its implications for the transformation of business schools and RME. This study also includes a state-of-the-art literature review, a specific investigation of the case of ESCP, the European cross-border multi-campus business school, and in-depth interviews with stakeholders impacted by the crisis. Findings The health crisis demonstrated the unprecedented capability of higher education to embrace rapid and profound change. Furthermore, the pandemic served as a wake-up call in that it may even have caused the progress of business schools, previously somewhat reluctant, towards more socially responsible and sustainable thinking. Thus, the schools have used the COVID-19 crisis as an opportunity to regain legitimacy and be part of the solution rather than part of the problem. Practical implications The paper pulls together a multitude of suggestions for higher education in general and business schools in particular. Originality/value Combining two of higher education’s main challenges, namely, digitalisation and sustainability and applying the principles for responsible management education framework to map and analyse the pandemic’s implications, this paper provides a new, compelling and inspiring resource for business schools on their path to a more responsible management approach and education.

Customers are important for every company and their changes in taste, behavior, and way to decide strongly influence companies' strategy. The food sector follows the new trends and tries to adapt its way to do business, leveraging on innovation and sustainability. In the food sector, an innovation can be linked to tradition. There is a limited change in the offer and fast food restaurants' innovating is key to survive. Thus, authors analyzed how both International Hamburger Foodservices (IHF) such as McDonalds and Burger King, and Local Hamburger Foodservice (LHF), such as M**Bun and Burgheria, are changing their strategies to meet customers' needs. Authors focused on the Piedmont area, in particular the Turin area, which has a long culinary tradition, hostings of important food events, and an increasing trend of new fast food restaurants.