scholarly journals The Tourist Hotel Corporation: It is time the story was told in full

2017 ◽  
Vol 1 (1) ◽  
pp. 5-6
Author(s):  
David Williamson
Keyword(s):  
New Zealand ◽  
Free Market ◽  
Hotel Industry ◽  
Tourism Industry ◽  
Employment Relations ◽  
University Of Technology ◽  
History Of ◽  
Hotel Sector ◽  
Hospitality And Tourism ◽  
Tourism And Hospitality

i te kore nga putake e mākukungia e kore te rakau e tupu ('If the roots of the tree are not watered the tree will never grow') New Zealand is in the middle of the most dramatic and sustained boom in tourism and hospitality in its history. The hotel sector that underpins our tourism growth stands utterly transformed from its humble beginnings. Yet the history of the Tourist Hotel Corporation (THC) and its role as the ‘roots’ of the modern hotel industry still tends to be told only as a minor part of our wider tourism story. Recent PhD research [1], based on extensive archive sources and interviews with senior practitioners, argues that the time has come for the THC story to be told in full. While there have been histories of the tourism and hospitality sector that cover the THC [2–7], they have not included in-depth discussion of the origins, structure and legacies of the organisation. Established in 1955 and sold in 1991, the THC dominated the New Zealand tourist hotel sector for 35 years, running around 10 resort-style properties and setting the standard for service. However, the current dominance of neo-liberal ideology has resulted in the achievements of the Government-owned THC being somewhat dismissed and the role of massive Government investment in the development of our hotel sector often being ‘conveniently’ forgotten. It is common for the THC to be depicted as rather archaic. Burdened with political interference and gross underfunding, the THC is sometimes depicted as a prime example of what happens when the state tries to run a business. However, this research argues there is a more heroic telling of the THC story, one that celebrates the THC as the fundamental ‘roots’ of the modern hotel sector. The THC was a key player in transforming post-war New Zealand hospitality, raising the bar for service, food and beverage and accommodation significantly. The THC invested heavily in improving buildings, vehicles, equipment and machinery, developing the skills and careers of its staff, and innovating menus. Staff from the THC were seen as ‘A grade’ and many of today’s most successful General Managers learnt their trade in THC properties. Many THC staff also went on to set up influential restaurants outside of hotels during this period. The THC managed significant tourism development even while showing a profit from 1974 till the late 1980s, posting a 2.7 million dollar surplus in 1986. However, a combination of perceived indebtedness, the 1987 recession and free-market Government ideology resulted in the sale of the THC to the Southern Pacific Hotel Corporation in 1991. The story of the THC involves drama, intrigue, politics, high finance, rapid growth and equally rapid collapse. But most importantly, this is the story of the origins of our hotel industry, showing the huge contribution this state funded group made to the modern industry. Surely it is time this story was told in full, on its own terms and in glorious technicolour. If you would like to read the PhD thesis this research is based on you can access it here: https://aut.researchgateway.ac.nz/handle/10292/10412 Corresponding author David is Senior Lecturer at the School of Hospitality and Tourism, Auckland University of Technology. He spent 18 years working in the hospitality industry as a hotel manager and restaurateur. His research includes work, employment and labour market issues in hospitality and tourism. David completed his PhD in 2017 – a history of employment relations in the New Zealand hotel sector, 1955–2000. David Williamson can be contacted at: [email protected] References (1) Williamson, D. In Search of Consensus: A History of Employment Relations in the New Zealand Hotel Sector – 1955 to 2000; Ph.D. Thesis, Auckland University of Technology, 2017. (2) Brien, A. 100 Years of Hospitality in New Zealand: The People, the Politics, the Passion; Wellington Museums Trust in association with the Hospitality Association of NZ: Wellington, New Zealand, 2003. (3) McClure, M. The Wonder Country: Making New Zealand Tourism; Auckland University Press: Auckland, New Zealand, 2004. (4) Medlik, S. The Business of Hotels, 4th ed.; Butterworth-Heinemann: Oxford, U.K., 2000. (5) Slattery, P. The Economic Ascent of the Hotel Business; Goodfellow Publishers: Oxford, U.K., 2009. (6) Watkins, L. Billion Dollar Miracle: The Authentic Story of the Birth and Amazing Growth of the Tourism Industry in New Zealand; Travel Agents Association of New Zealand: Auckland, New Zealand, 1987. (7) Yu, L. The International Hospitality Business: Management and Operations; Haworth Press: New York, 1999.  

Talent management and unions

2019 ◽  
Vol 31 (10) ◽  
pp. 3838-3854 ◽  
Author(s):  
David Williamson ◽  
Candice Harris
Keyword(s):  
New Zealand ◽  
Talent Management ◽  
Employment Relations ◽  
Structured Interviews ◽  
Content Type ◽  
History Of ◽  
Hospitality Sector ◽  
Hotel Sector ◽  
Hotel Workers ◽  
Management Issues

PurposeThe purpose of this paper is to examine the Hotel Workers Union and its impact on talent management in the New Zealand hospitality sector using the corporatist framework drawing primarily on the works of Schmitter (1979) to construct a critical, historical employment relations approach.Design/methodology/approachThe data for this paper were gathered as part of a history of employment relations in the New Zealand hotel sector from 1955 to 2000. The main methods were, namely, semi-structured interviews and archival research.FindingsThis study found a historical employment environment of multiple actors in the employment relationship, with hotel unions playing a more complex and nuanced role to influence talent management in the New Zealand hotel sector. The paper suggests that neither the hotel union nor employers effectively addressed talent management challenges in this sector.Research limitations/implicationsThe study contributes detailed empirical knowledge about historical relationships between hotel unions and talent management issues in New Zealand.Originality/valueThe paper argues that applying a corporatist perspective to the history of the Hotel Workers Union and the issues of talent management that result from that history provides a unique and insightful contribution to the field

scholarly journals Under the stars of Matariki...

2021 ◽  
Vol 5 (1) ◽  
pp. 1-2
Author(s):  
Keri-Anne Wikitera
Keyword(s):  
New Zealand ◽  
National Level ◽  
Well Being ◽  
Natural World ◽  
Tourism Industry ◽  
Knowledge Systems ◽  
Advisory Group ◽  
Aotearoa New Zealand ◽  
Hospitality And Tourism ◽  
Tourism And Hospitality

Tēnā koutou katoa, ngā mihi nui mo te tau hou. Greetings and happy new year. Matariki, the Māori New Year, is a season when people, culture, language and the spirit of those beneath the stars of Matariki are celebrated. Also known as the constellation of Pleiades, Matariki is a star cluster that first appears in the night sky above Aotearoa during mid-winter. It is a time to remember those who have passed throughout the year and reflect on ancestral knowledge to guide us into how we can live our lives today. When Matariki will appear is knowledge that comes from the maramataka – a calendar informed by the moon, the stars and our natural environment. Within it, navigation, planting, fishing and many other practices are determined by thousands of years of observation, recording and practice. According to the maramataka, Matariki brings the old lunar year to a close and marks the beginning of the new year [1]. Guided by such ancient knowledge systems, Māori hospitality for me is about connection, it is understanding, it is aroha, it is life. Life that embraces not just the person but also the natural world, for we descend from our sacred mountains, seas and ancestors. With the recent announcement by the New Zealand Government of Matariki becoming a public holiday from 2022, the whole nation prepares for annual Indigenous celebrations [2]. This highlights the importance the nation places on Indigenous knowledge and is demonstrating, in a very real way, how Aotearoa New Zealand can engage with mātauranga Māori (Māori knowledge systems). For the hospitality and tourism industry, once the borders are re-opened, the Matariki celebrations will further enhance how Aotearoa New Zealand can showcase our uniqueness, our innovative spirit and recognise the lessons of our ancestors in providing important insights for the future. At this time of the year, the nation is engaging in these Indigenous celebrations, boosting local economies as communities come together to have fun with a multitude of events. Dawn blessings welcoming the stars of Matariki, lightshows, manu aute (kite) days, special planting rituals, remembrance events, wānanga (educational) forums, workplace ‘New Year’ festivities, school events and many other gatherings that respectfully acknowledge the physical, cultural and spiritual significance of the maramataka, the Māori calendar. There are variations in how Matariki is celebrated throughout the country. Social media abounds with advertisements and promotions for many different Matariki experiences, which are engaging whole communities in te ao Māori (the Māori world). Perhaps due to the 2020 pandemic lockdowns or the impending 2022 public holiday, there is a real buzz to events this year. This season, more than any other it seems, Matariki is bringing together communities, imbuing the philosophy of manaakitanga, where hospitality extends beyond commercial transactions and focusses on reciprocity of kindness and care [e.g., 3]. A Māori cultural representation of hospitality that continuously seeks to uplift the mana (prestige, spiritual power) of individuals or groups of people. Regional Councils partnering with mana whenua (tribal customary authority of an identified area), a government Matariki advisory group, government agencies, educational facilities and private organisations are all getting involved in promoting relationships that reflect the essence of Māori culture. How does this all relate to Hospitality Insights? Well, the past year has been extremely challenging for the industry around the world and continues to impact us here in Aotearoa via border closures affecting demand by keeping out international students, tourists and expatriate visits as well as supply, where workers from outside Aotearoa, essential staff for hospitality businesses, are not able to gain entry to the country. Business sustainability has taken on a new meaning as the tourism and hospitality industries are now dealing with the uncertainty of travel bubbles, the potential for further lockdowns, and the inability to attract international staff. At a national level, having an extra public holiday in the winter will help the hospitality and tourism sectors as domestic markets plan more mid-winter travel. The pandemic has also been a time to reflect on systemic challenges caused by the industry’s acceleration in recent years. Overtourism turned into undertourism overnight, and with this dramatic unforeseen change came an opportunity to pause, to reflect and, in the words of Tourism NZ, ‘re-imagine’ a new future for the nation. Under the stars of Matariki, within the philosophy of manaakitanga, we as a nation now have the opportunity to embrace change, to care for each other and to create a sustainable future that recognises the interwoven universe. A more sustainable, Māori-informed future for tourism and hospitality destinations, communities and tourists alike. Corresponding author Keri-Anne Wikitera can be contacted at: [email protected] References (1) Te Papa Tongarewa Museum of New Zealand. What is Matariki?, 2021. http://tpo.tepapa.govt.nz/ViewTopicExhibitDetail.asp?TextSize=Medium&Language=English&TopicFileID=TTY_T8 (accessed Aug 9, 2021). (2) NZ Government. 2022 Matariki Holiday Date Announced, 2021. https://www.beehive.govt.nz/release/2022-matariki-holiday-date-announced (accessed Aug 9, 2021). (3) Spiller, C.; Erakovic, L.; Henare, M.; Pio, E. Relational Well-Being and Wealth: Māori Businesses and an Ethic of Care. Journal of Business Ethics 2011, 98 (1), 153–169. https://doi.org/10.1007/s10551-010-0540-z

Historical Turning Points in Tourism: The Establishment of the Hotel Board in South Africa

2022 ◽  
Author(s):  
Christian M. Rogerson ◽  
Jayne M. Rogerson
Keyword(s):  
South Africa ◽  
South African ◽  
Turning Point ◽  
Turning Points ◽  
Hotel Industry ◽  
Tourism Industry ◽  
International Tourism ◽  
Hotel Sector ◽  
The 1960S ◽  
Government Legislation

The concept of “turning points” is increasingly applied to understand the evolution of tourism. Using archival research, it is demonstrated that a significant turning point for the evolution of tourism in South Africa occurred in 1964–1965 with the establishment of the Hotel Board and the beginnings of its operations. From 1928 government legislation produced a hotel industry in which most “hotels” were oriented more to liquor selling than the supply of accommodation services. This trajectory of the hotel industry continued into the 1960s. Arguably, the initiation of the Hotel Board was a turning point in the growth and modernization of the hotel sector and for the tourism industry in South Africa. Undertaken at a period of expansion in the domestic and international tourism industry as well as of rising government awareness as to the potential economic (and political) benefits from expanded tourism promotion the activities of the Hotel Board addressed the long standing shortcomings surrounding the quality and standards of provision of accommodation services in South African hotels. It represented a transition in the character of the tourist hotel in South Africa from one that was formerly dominated by liquor to an institution that—going forward—would be mainly concentrated on the provision of hospitality services.

scholarly journals Measures of Post Covid-19 Pandemics in Hospitality and Tourism Industries

2020 ◽  
Vol 3 (1) ◽  
pp. 56-66
Author(s):  
Dipak Bastola
Keyword(s):  
Secondary Data ◽  
Tourism Industry ◽  
Extensive Literature ◽  
Corona Virus ◽  
Government Documents ◽  
The Hours ◽  
Hospitality And Tourism ◽  
Negative Impacts ◽  
Tourism And Hospitality ◽  
The Impact

The study entitled, Measures of post Corona virus pandemics in hospitality and tourism industries, aims to find the impact of the occurrence of corona virus on the tourism industry in Nepal and its preventive measures. The objective of the study is to collect the programmatic ideas to reduce the negative impacts of COVID-19 in Nepalese Tourism and Hospitality Industries. The secondary research methodology- predominantly secondary data has been used- has been implemented for the research. Several pieces of literature, journal articles, research or thesis paper, government documents, etc., are considered to collect the necessary information for the study. For data collection, the secondary data has been collected through extensive literature reviews. In conclusion the need of the hours is to function all stakeholders of this sector in collaborative and coordinated manner not only to mitigate the repercussions of this volatile pandemic but also to formulate short-term, mid-term and long term plans to ease the recovery.

scholarly journals Diverging Paths? Employment Relations in New Zealand and Denmark in the 1990's

1970 ◽  
Author(s):  
Erling Rasmussen ◽  
Jens Lind
Keyword(s):  
New Zealand ◽  
Free Market ◽  
Complex Pattern ◽  
Employment Relations ◽  
Clear Cut ◽  
Philosophical Basis ◽  
Initial Impression ◽  
Divergence Pattern

This paper discusses two interlinked topics: the shifts in the employment relations system and the role of unions in the two countries. An initial impression is that there is a growing divergence between the employment relations systems in the two countries over the last fifteen years. The implementation of free-market policies in New Zealand can be contrasted with a more mixed philosophical basis of the Danish reforms. However, the paper tries to demonstrate through an analysis of key employment relations regulations that a more complex pattern of divergence and convergence exists. When it comes to the role of unions, the paper presents a clear-cut divergence pattern. This raises two questions. Why have the Danish unions avoided the widespread decline in unionism? Why has the decline in union presence been so marked in New Zealand, and will the unions rebound from this decline?

scholarly journals Hospitality graduates career pathways: an analysis of LinkedIn profiles

2021 ◽  
Vol 5 (1) ◽  
pp. 11-13
Author(s):  
Mario Basnayake ◽  
David Williamson
Keyword(s):  
New Zealand ◽  
Hospitality Industry ◽  
Career Pathways ◽  
Hospitality Management ◽  
Hospitality Students ◽  
University Of Technology ◽  
Hospitality Sector ◽  
Tourism And Hospitality ◽  
Hospitality Graduates ◽  
Selection Of

This article shares the results of research that explored the demographics and career pathways of hospitality graduates from Auckland University of Technology (AUT). The study [1] investigated graduates’ employment during and after their studies; promotions; job mobility; tenure of employment; and other aspects of their career pathways. A small selection of the key findings are presented here. The study analysed graduate profiles on LinkedIn, which is the world’s largest professional, online social network. LinkedIn is an employment-oriented network service that provides a website and mobile app allowing both employers and job seekers to make profiles and build connections with each other. In 2019, there were more than two million New Zealand LinkedIn users. In this study, the researcher selected a sample of 130 profiles of New Zealand LinkedIn users who had completed a Bachelor of International Hospitality Management degree at AUT in 2008–2018. A selection of the key findings Of the study participants, 72% were women and 28% were men. This gender distribution broadly matches the results of previous studies worldwide [2, 3], showing that, internationally, most people studying hospitality management in universities are female. 62% of the LinkedIn participants were domestic enrolments and 38% were from overseas. A key finding was that 80% of New Zealand’s hospitality graduates were employed throughout their studies, and that 66% were employed in the hospitality sector while still studying. This finding informs the ongoing discussion between education providers and employers about how ‘work ready’ graduates are and the effectiveness of tertiary education in providing relevant skills [4, 5]. The finding shows that a clear majority of graduates had been working in the industry for several years before they graduated and therefore had experiences of ‘real world’ hospitality work in addition to theory. After graduating, 74% of hospitality graduates decided to work in the hospitality sector (Figure 1), which is 8% more than the 66% of graduates who worked in the hospitality sector during their studies. This 8% worked outside of the hospitality industry as undergraduates but took hospitality work after graduating. Internationally, 74% of graduates finding work in hospitality is a high percentage compared to findings from other countries, e.g. Oman [6], where in 2017 this figure was only 41%; in contrast, research in Poland [7] found a figure of 59%, which is nearer to the result in New Zealand. Figure 1: Sector in which New Zealand hospitality students were employed immediately after their graduation (2008–2018) A quarter (26%) of New Zealand hospitality students decided not to work in the hospitality sector after graduation and opted instead for work in other industries; three quarters of these graduates were male (76%). Of the 74% of graduates who entered the hospitality workforce, the results show that about two-thirds were female and one-third were male. While this is a pleasing result for tertiary educators, showing a good result for industry-specific employment outcomes for hospitality graduates, the gender imbalance raises some intriguing questions that would benefit from further research. Further results show details of graduates’ length of stay at their first workplace. While a quarter (24%) of the participants chose not to enter the hospitality industry after graduating, 34% of graduates left their first place of employment within one year and 22% decided to leave their employer within two years. With a total of 56% percent of graduates leaving their employer within two years, this finding raises serious questions regarding the effect of early employment conditions on hospitality graduates. A possible contributing factor to this high turnover is the result that shows only 20% of graduates employed in the hospitality sector had any career advancement within their first place of employment. The data show that only 7% of graduates had job advancement in their first year, and 8% had a job advancement in their second year. Three percent had job advancement in their third and fourth years, combining to a rather lean 23% of graduates who were promoted within the first four years of their hospitality careers. The data from this study provides a useful and original insight into New Zealand hospitality graduate work choices and raises some interesting questions about the quality of career pathways in the sector. Further findings and discussion can be found in the original dissertation here: https://openrepository.aut.ac.nz/handle/10292/14117 Corresponding author Mario Basnayake can be contacted at: [email protected] References (1) Basnayake, M. An Exploratory Study of the Progress of Hospitality Graduates’ Career Pathways in New Zealand; Master’s Thesis, Auckland University of Technology, 2021. https://openrepository.aut.ac.nz/handle/10292/14117 (accessed Jul 7, 2021). (2) Chuang, N. K.; Dellmann-Jenkins, M. Career Decision Making and Intention: A Study of Hospitality Undergraduate Students. Journal of Hospitality & Tourism Research 2010, 34(4), 512–530. https://doi.org/10.1177/1096348010370867 (3) Richardson, S. Generation Y’s Perceptions and Attitudes towards a Career in Tourism and Hospitality. Journal of Human Resources in Hospitality & Tourism 2010, 9(2), 179–199. https://doi.org/10.1080/15332840903383855 (4) Major, B.; Evans, N. Reassessing Employer Expectations of Graduates in UK Travel Services. International Journal of Tourism Research 2008, 10(5), 409–422. https://doi.org/10.1002/jtr.670 (5) Richardson, S.; Thomas, N. J. Utilising Generation Y: United States Hospitality and Tourism Students’ Perceptions of Careers in the Industry. Journal of Hospitality and Tourism Management 2012, 19(1), 102–114. https://doi.org/10.1017/jht.2012.12 (6) Atef, T.; Al Balushi, M. Omani Tourism and Hospitality Students’ Employment Intentions and Job Preferences: Ramifications on Omanization Plans. Quality Assurance in Education 2017, 25(4), 440-461. https://doi.org./10.1108/QAE-04-2016-0022 (7) Grobelna, A.; Marciszewska, B. Work Motivation of Tourism and Hospitality Students: Implications for Human Resource Management. In Proceedings of the 8th European Conference on Intellectual Capital; Bagnoli, C., Mio, C., Garlatti, A., Massaro, M., Eds.; Academic Conferences and Publishing International: Reading, England, 2016, pp 95–103.

scholarly journals A RESEARCH ABOUT REVENUE MANAGEMENT AWARENESS AND APPLICATIONS IN TURKISH HOTEL INDUSTRY

2015 ◽  
pp. 177-188
Keyword(s):  
Revenue Management ◽  
Hotel Industry ◽  
Tourism Industry ◽  
Capital City ◽  
Short History ◽  
Business Context ◽  
Advantages And Disadvantages ◽  
Short Run ◽  
History Of ◽  
Fierce Competition

Fierce competition and changing business context are leading the business enterprises to develop and apply new tools and methods in order to survive or attain growth targets. In this regard revenue management and its application methods are gaining more importance each day. Revenue management, which might be defined as the art of maximizing revenue and profit indirectly by means of selling a service which is subject to time and capacity restrictions in the short run. Major aim of this study is to reveal the awareness level and applications of hotels which might be considered as the major and most institutional players of tourism industry. Relevant headlines such as a short history of revenue management, its components, advantages and disadvantages of revenue management applications, barriers in front of the revenue management process are mentioned within the context of study. In order to state the current situation in Turkey, a reliable sample of hotels (30 hotels of five and four stars) from Ankara, capital city of Turkey, was chosen and these hotels were subjected to a short questionnaire which is designed on previous studies about revenue management. Based on the findings of research it might be claimed that the majority of participants are aware of revenue management and are using various tools with differentiating degrees in order to maximize their revenue or attain their revenue targets.

scholarly journals Editorial

2016 ◽  
pp. 2-3
Author(s):  
Alan Cocker
Keyword(s):  
New Zealand ◽  
Cultural History ◽  
Editorial Team ◽  
Design History ◽  
Art And Design ◽  
Perceived Need ◽  
University Of Technology ◽  
History Of ◽  
Design Production ◽  
The University

It is a pleasure to be able to introduce the first issue of BackStory. The idea behind this journal is to provide a medium for those interested in ‘looking back’ at New Zealand’s art, media and design history. These are the stories that lie behind current media, art and design production and practice in this country. It is envisaged that this new journal will provide an opportunity to explore our rich heritage in these fields. In part the motivation to launch a new journal is to meet a perceived need. The country presently does not have a journal which has the focus envisaged for BackStory. The Journal of New Zealand Art History (JoNZAH) was last published in 2012/13 and its absence has meant that those interested in reading and writing about this aspect of our cultural history lost a valued publication. The editorial team has approached the Hocken Library who provided editorial and production input for the JoNZAH and gained their support for the BackStory initiative. It is acknowledged that the new journal is not a re-launch or continuation of the JoNZAH. Instead, BackStory: Journal of New Zealand Art, Media and Design History, seeks to broaden the scope of its predecessor to include media and design history. The editorial teamhope that those who valued the JoNZAH will find value in this journal as a worthy successor.The initial editorial team for BackStory is drawn from the Auckland University of Technology (AUT) and an Editorial Advisory Board has been established. The establishing editorial team are Minna Pesonen (Designer), Rosemary Brewer, Alan Cocker and Peter Hoar from the School of Communication Studies, Peter Gilderdale from the School of Art & Design and Simon Mowatt from the Faculty of Business. It is the hope of this team that BackStory has an appeal beyond academia and will inspire contributions from those working in this country’s libraries, galleries and museums as well as others who have an interest in the history of New Zealand art, design, photography and media. We are pleased that this first issue contains contributions from curators at the Auckland Museum and Te Papa, and that there is a wide representation of different material drawn from across the target disciplines. Our hope is that the quality of the research and writing, and the common New Zealand focus will entice readers into crossdisciplinary explorations. All submissions except commentaries will be blind peer reviewed by two reviewers to conform to university research publication standards but we are seeking contributions that will have an appealbeyond the university. In the so-called online age the decision to publish a printed form is deliberate. The editorial team are seeking the highest print production standards conscious of the artifact value of this journal.

scholarly journals Bibliometric Analysis of Post Covid-19 Management Strategies and Policies in Hospitality and Tourism

2021 ◽  
Vol 12 ◽  
Author(s):  
Kanwal Iqbal Khan ◽  
Adeel Nasir ◽  
Saima Saleem
Keyword(s):  
Management Strategies ◽  
Tourism Industry ◽  
Future Challenges ◽  
Significant Research ◽  
Research Findings ◽  
Hospitality And Tourism ◽  
Tourism And Hospitality Industry ◽  
Hospitality And Tourism Industry ◽  
Tourism And Hospitality ◽  
Strategic Perspective

The strategic perspective of management policies gained utmost importance during the post-Covid era. The researchers are trying to introduce strategies that can help organizations cope with post-crisis destruction. Yet, the research on the topic is fragmented, mainly related to the hospitality and tourism industry. This manuscript aims to present scholarly research findings dealing with the post-Covid-19 management strategies in the hospitality and tourism industry from January 1, 2020, to July 28, 2021. These strategies can play an essential role in the survival and growth of the sectors. The study identified and acknowledged the core contributing authors, journals, countries, affiliation, corresponding authors through bibliometric, citation, and keyword analysis. It also conducted the co-occurrence analysis and reported three significant research streams and bibliometric coupling to identify four research themes for management strategies of the tourism and hospitality industry in the post-Covid era. With the help of an influential and conceptual framework, the study highlights the future challenges managers could face and suggests the possible area for reviewing and revising the existing policies by proposing future directions. Consequently, this study contributes to the current literature on post-Covid-19 management strategies and policies by developing the critical analysis of the extant literature and highlighting the understudy areas that future studies must explore to expand the scope of the research.

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