https://theeducationjournals.com/index.php/JTCMS <h3><strong>Aim</strong></h3> <p><strong>Journal of Tourism, Culture, and Management Studies, ISSN 3107-7307, </strong>aims to serve as a platform for academics, researchers, and professionals to explore the dynamic interplay between tourism, culture, and management. The journal aspires to contribute to the advancement of knowledge in these fields by promoting innovative research, theoretical frameworks, and practical solutions that address contemporary challenges in tourism and cultural management.</p> <hr /> <h3><strong>Scope</strong></h3> <p>The journal welcomes original research articles, review papers, case studies, and conceptual contributions in the following areas:</p> <h4><strong>1. Tourism Studies</strong></h4> <ul> <li>Tourism development and destination management.</li> <li>Ecotourism and sustainable tourism practices.</li> <li>The role of tourism in economic and community development.</li> <li>Digital transformation in tourism marketing and operations.</li> </ul> <h4><strong>2. Cultural Studies in Tourism</strong></h4> <ul> <li>Impacts of tourism on cultural heritage and identity.</li> <li>Cultural tourism and its contribution to global understanding.</li> <li>Strategies for managing and preserving cultural and heritage sites.</li> <li>Role of intangible cultural heritage in tourism experiences.</li> </ul> <h4><strong>3. Management Practices in Tourism and Hospitality</strong></h4> <ul> <li>Leadership and human resource management in the tourism sector.</li> <li>Innovation and entrepreneurship in tourism and hospitality.</li> <li>Strategic management for destination competitiveness.</li> <li>Crisis management and resilience in tourism.</li> </ul> <h4><strong>4. Interdisciplinary Approaches</strong></h4> <ul> <li>The intersection of tourism, cultural anthropology, and sociology.</li> <li>Policies and regulations shaping tourism and cultural industries.</li> <li>Ethical considerations in tourism and cultural management.</li> </ul> <h4><strong>5. Emerging Trends and Challenges</strong></h4> <ul> <li>Sustainable tourism and its impact on global sustainability goals.</li> <li>Integration of technology in enhancing tourism experiences.</li> <li>Globalization and its effects on local cultures and management practices.</li> <li>Balancing cultural preservation and tourism development.</li> </ul> <hr /> <h3><strong>Why JTCMS?</strong></h3> <p>The journal seeks to bridge the gap between academia and practice, fostering dialogue among scholars, policymakers, and industry practitioners. It aims to publish high-quality, impactful research that addresses real-world challenges and contributes to shaping the future of tourism, culture, and management.<br /><br /><strong>Frequency of publication</strong> - It has Three issue per year <br /><strong>Language</strong> - English<br /><strong>Subject </strong>- Business Management/ Public Relations<br /><strong>Year of Starting</strong> - 2024<br /><strong>format of publication</strong> - Online Only<br /><strong> ISSN - </strong> 3107-7307</p> The Education Journals en-US Journal of Tourism, Culture, and Management Studies 3107-7307 https://theeducationjournals.com/index.php/JTCMS/article/view/433 <p>This paper will discuss how digital transformation projects in the management of cultural tourism affect the visitor experiences and the general performance of the destination. The study is based on the Resource-Based View (RBV) and the Service-Dominant logic, which states that digital technologies, including smart tourism services, social media integration, data-driven personalization, and interactive digital services, are the strategic resources that will help increase visitor interest and, consequently, promote stronger tourism outcomes at destinations. A quantitative research design was followed where the data were collected using a structured questionnaire to 412 domestic and international tourists in the major cultural destinations and the data were processed using a Partial Least Squares Structural Equation Modelling this is the PLS-SEM. Measurement model had good reliability and validity (Cronbachs alpha and Composite reliability are above 0.70; AVE is above 0.50) and the structural model showed that digital transformation has significant positive impacts on visitor engagement (B = 0.62, p = 0.001) and the performance of the destination (B = 0.34, p = 0.01). The effect of the visitor engagement on the destination performance (0.49, p &lt; 0.001) was also positive and partly mediated between the digital transformation and the performance. The model accounted 38 percent of the variation in visitor engagement and 57 percent of the variation in destination performance which means that the model can predict a lot. The results indicate that strategic digital infrastructure and interactive technologies investment boost the experience value, tourist-destination bonds, and competitive advantage. The proposed study is relevant to the literature on tourism and cultural management as a digitally mediated engagement–performance framework, supported by the MEM digitally, which yields empirical evidence of the validity of the framework, and provides practical recommendations appropriate to the destination manager to use the digital transformation as a sustainable growth driver.</p> A.Surendar Copyright (c) 2026 2026-01-06 2026-01-06 3 1 1 10 https://theeducationjournals.com/index.php/JTCMS/article/view/434 <p>Good governance and partnership between stakeholders are important determiners of sustainable cultural tourism development. Although the topic of destination governance is gaining academic interest, little empirical studies have comparatively investigated the role of various management frameworks in the collaboration of various stakeholders and the effectiveness of destinations. The research examines structural links between the mechanisms of cultural tourism governance, the synergy of stakeholders, the trust, the performance of sustainable destination through a comparative view of two different management systems. Based on the collaborative governance theory and the stakeholder theory, there was a conceptual model developed and empirically simulated through Structural Equation Modelling (SEM). Key tourist stakeholders such as the public authorities, or private tourism operators and representatives of the community were taken to gather the data. Measurement model test established good reliability and validity, acceptable factor loadings, composite reliability, average variance extracted (AVE) as well as discriminant validity. Results of structural models indicate that transparency of governance, the participation mechanism and the institutional coordination are highly effective in improving the collaboration of stakeholders which consequently has a positive impact on destination sustainability and performance. Multi-group analysis also shows a strong distinction in the strength of the path in diverse governance structures, and the efficacy of the participatory and network-based governing structures have a better effectiveness than others. The results add to the body of the tourism governance literature by providing empirical support to the mediating position of the stakeholder collaboration in the context of cultural tourism. In practical sense, the research study provides policy implications of how these systems of collaborative governance should be improved to encourage inclusive, robust and sustainable cultural tourism advancement.</p> A. Suresh kumar Copyright (c) 2026 2026-01-07 2026-01-07 3 1 11 21