Research-inspired editorial · 2026-11-07

Digital Entrepreneurship in Tourism: Knowledge and Human Resources Adaptation

Author: WEBU

The digital transformation of tourism and hospitality has predominantly been viewed through business models and technology platforms. However, a new study published in November 2026 in the journal Merits draws attention, according to its abstract, to the cognitive and organizational-learning processes of staff in small and micro enterprises.

Introduction

Tourism is undergoing a profound digital shift, with past research focusing heavily on technology adoption and business model changes. Yet, according to the available abstract by Spyridon Avdimiotis and Ioannis Konstantinidis, sufficient attention has been missing regarding whether human resources can adapt at the pace of technological transformation.

This gap is especially glaring in small and micro firms that dominate the tourism sector. The authors address this in their conceptual paper published under DOI 10.3390/merits6040035 by integrating multiple theoretical frameworks.

From a WEBU editorial perspective, this is a crucial milestone for website owners and digital agencies. Technologies alone are not enough if the human factor fails to understand and effectively integrate them into everyday workflows.

What the study examined

According to the abstract, the study examines the cognitive and organizational-learning processes that determine whether the workforce can adapt to technological shifts. Special emphasis is placed on micro and small enterprises where personnel capacities remain constrained.

The methodological foundation relies on a theory-synthesis approach, integrating three distinct frameworks. Each framework explains a different level of the adaptation problem within a digital environment.

Specifically, these include the SECI model for tacit-to-explicit knowledge conversion, the Metacognitive Creative Destruction model, and research focusing on AI sycophancy—the tendency of large language models to agree with users.

Findings and interpretation

According to the abstract, the study yields a claim that neither of the three models produced independently. AI use intensity and the density of contradiction that employees encounter are distinct variables.

The relationship between these variables depends, per the abstract, on how AI tools are configured and how managers design work tasks. This integration led to the formulation of ten distinct research propositions.

Each proposition states a single directional relationship, supported alongside a measurement logic intended for empirical testing in subsequent research.

Methodology and limitations

The authors utilized a theory-synthesis approach to connect the SECI model, Metacognitive Creative Destruction, and AI sycophancy insights, as stated in the abstract. However, it must be noted that this is strictly a conceptual contribution.

The absence of a verified full-text article and detailed empirical data in the abstract means that conclusions and proposed propositions have not yet been subjected to practical testing on a real-world enterprise sample.

From an editorial standpoint, this represents a limitation requiring caution before directly translating theoretical propositions into business operations until empirical verification is published.

WEBU practical proposal

As an editorial recommendation for small tourism businesses, we suggest bridging this theory with website management and content creation. Owners should never generate booking system texts or blogs without human review to avoid blindly accepting unverified AI outputs.

In digital marketing, we recommend implementing internal knowledge-sharing routines (putting the SECI model into action). Ensure that specific destination know-how does not remain siloed with a single employee but transforms into explicit digital guides for the entire team.

For workplace management, creating space for constructive discussions and challenging outdated practices is vital, thereby supporting staff mental adaptability toward new digital tools and reservation interfaces.

Conclusion

The study concludes, according to the abstract, that in tourism businesses where services depend on tacit, experiential knowledge, staff members represent a central competitive advantage. Leveraging this requires sustainable, employee-centred human resource management.

Although the abstract lacks specific statistical data, it initiates a vital discussion regarding the necessity for technology in tourism to align seamlessly with staff cognitive readiness.

WEBU will continue to monitor this research direction and provide further practical guidance for web owners and operators navigating digital transformation.

Scientific sources

Spyridon Avdimiotis, Ioannis Konstantinidis (2026). Adapting Knowledge and Human Resources to Digital Entrepreneurship in Tourism. Merits. https://doi.org/10.3390/merits6040035 https://doi.org/10.3390/merits6040035