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This new journal has been motivated by a paradox. As each of us has explored questions of hospitality from within our different areas of research, we have been struck by the extent to which the field has become intrinsically inhospitable to the interdisciplinary study of hospitality

This paper reports on the preliminary findings of an exploratory study on environmental decision making in the context of largely small serviced accommodation establishments. It focuses on the motivations of owner-managers for becoming environmentally involved and their reasons for joining an environmental accreditation scheme. The study was conducted in Scotland using face-to-face in-depth interviews with members of the Green Tourism Business Scheme, an environmental accreditation scheme for tourism businesses. Initial analysis suggests that involvement in environmental activities may be driven by economic as well as ethical considerations. The results point to the role played by personal values and beliefs in small firms' decision making and the need to gain a greater understanding of the complexity of motives that drive the small hospitality business owner

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Much of tourism development is predicated on the successful working of organisations alignment in the form of partnerships or 'networks'. However, tourism networks have been relatively neglected as an area of academic study. This paper presents findings of research focusing on international tourism networks and draws out learning points from the examination of relatively successful examples. A review of relevant literature considers the definition and description of networks, their benefits, and identifiable success factors, and the research methodology applied is described. Discussion follows as to the main functions and benefits of tourism networks in relation to learning and exchange, business activity, and community. Key issues that emerge include: structure and leadership, resourcing, engagement of participants, inter-organisational learning, and sustainability. The paper concludes by identifying significant success factors and consequential management implications with specific references to tourism destinations as learning communities

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This paper discusses the development of critical hospitality management research (CHMR)