Learning Organizations and Tourism Sustainability

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Introduction

In recent years, a substantial volume of scholarly inquiry has been dedicated to the management and advancement of sustainable tourism (Schianetz et al., 2007; Martínez-Martínez et al., 2023). In order to develop and manage sustainable tourism practices, learning organizations and tourism sustainability play a crucial role (Jennings et al., 2015; Kuok et al., 2022). Scholars in the field of tourism from various parts of the globe have contributed numerous valuable insights that have propelled the industry's understanding of sustainability forward (Kuok et al., 2022; Anand & Brix, 2022). Providing insights into the importance of learning organizations in tourism sustainability is the objective of this special issue. 
Sustainability must now be viewed as a "moving" objective rather than a static one (Farrell & Twining-Ward, 2005). This requires a mindset of transition and learning. As "tourism is an inherently non-linear, complex, and dynamic system" (McKercher, 1999; Kuok et al., 2022; Anand & Brix, 2022) that cannot be predicted with adequate accuracy and must therefore be managed adaptively (Farrell & Twining-Ward, 2005), these findings are particularly significant in the context of the tourism industry (Osagie et al., 2022; Soelton, 2023). The learning organizations concept contextualises tourism sustainability differently than the majority of conventional, problem-solving-oriented approaches (Osagie et al., 2022). These methodologies necessitate the precise delineation and isolation of issues, which can prove challenging in the tourism sector owing to the multifaceted nature of challenges at every level (e.g., stakeholders, site diversity, etc.) (Jennings et al., 2015; Kuok et al., 2022). 
By implementing the learning organizations concept, this emphasis on problem resolution would be eliminated, enabling tourism stakeholders to concentrate on the practical application and evaluation of theories, methods, and tools in order to develop their own expertise (Schianetz et al., 2007; Martínez-Martínez et al., 2023). In contemporary times, every organisation, including those in the tourism industry, ought to be a learning organisation (Kuok et al., 2022; Anand & Brix, 2022; Osagie et al., 2022). Competition and globalisation have an impact on the operations of tourism organisations, such that success is contingent upon the organisations possessing knowledge and engaging in continuous learning (Osagie et al., 2022; Soelton, 2023). In contemporary times, every organisation, including those in the tourism industry, ought to be a learning organisation (Osagie et al., 2022; Soelton, 2023). Competition and globalisation have an impact on the operations of tourism organisations, such that success is contingent upon the organisations possessing knowledge and engaging in continuous learning (Bayraktaroglu & Kutanis, 2003). As an illustration, learning organizations have been characterised as entities that consistently augment their ability to forge their own future (Flood & Marion, 1999; Senge., 1999). The learning organizations have received limited attention in the tourism literature, despite assessments of the concept in Asian countries (Schianetz et al., 2007; Bayraktaroglu & Kutanis, 2003). However, the implementation of learning organizations at the destination level has yet to be investigated. 
Hence, the purpose of this special issue is to provide insights into the importance of learning organizations in tourism sustainability.

List of Topic Areas

Papers considered for this special issue must address the differential roles of learning organizations in enhancing the tourism sustainability. Articles considered for this Special Issue may focus on topics including, but not limited to, the following research questions: 

  • What is the process by which sustainable tourism becomes a multifaceted challenge that requires the involvement of learning organizations? 
  • What factors contribute to the continuity and legacy of sustainable tourism practices? 
  • As different stakeholders, such as government agencies, businesses, local communities, and tourists, need to collaborate to achieve sustainable outcomes, what is the difference between collaboration and shared learning? 
  • What are the advantages of learning organizations concept integration on sustainable tourism? 
  • Why it is essential to understand the interconnected nature of different elements within an organization and in broader environment?

Submissions Information

Submissions are made using ScholarOne Manuscripts. Registration and access are available here.
Author guidelines must be strictly followed. Please see here.
Authors should select (from the drop-down menu) the special issue title at the appropriate step in the submission process, i.e. in response to ““Please select the issue you are submitting to”. 
Submitted articles must not have been previously published, nor should they be under consideration for publication anywhere else, while under review for this journal.

Key Deadlines

Opening date for manuscripts submissions: 08/01/2024 
Closing date for manuscripts submission: 09/04/2024