Table 3.

Implications for tourism organizational changes.

Types of changes		Rationales for changes	Details of changes
		Cultural tourism becomes a mainstream tourism type in the global tourism market.
Culture-based strategic change		Most tourists travel for cultural motivations.	Tourism Organizations should adopt a culture-based strategy (i.e., to further develop cultural tourism products) instead of the traditional sightseeing-based strategy.
		Traditional tourism factors such as gastronomy and shopping have also been attached with some culturedness.
Personnel-based structural change		The connotation of cultural tourism is increasingly broad and complex.	Tourism organizations should launch a structural change through personnel change techniques such as proper new hiring, professional training, and rearrangement of responsibility and role.
		Cultural tourists have complex and diverse motivations for traveling.
		Cultural tourism research has been widely discussed in various academic disciplines.
		Tourism organizations have to increase the diversity and subdivisions of their departments to adapt to the ever-complex cultural tourism connotation.
	Tourist-oriented communication change	Tourists are the final examiners and evaluators of tourism organizational change performances.
		Tourist-oriented destination branding techniques are more likely to attract a steady flow of tourists. The quality of tourist experience decides the development of tourism destinations.	Tourism organizations should launch a tourist-oriented communication change through adopting fascinating destination branding techniques, co-creating memorable tourism experiences, and seeking for proper balance between authenticity and glocalization.	Tourism organizations are obliged to respect and take advantage of the value brought by people, including tourists and employees, thus prioritizing humanity within their organizational culture.
		The authenticity of endemic culture also needs to appeal to appetites of tourists.
Humanity-centric organizational culture change		Tourism organizations should create and strengthen an omnidirectional connection with tourists to better capture their changeable demands and preferences.
	Employee-centric emotion management	Employees' emotions toward change usually represent organizational change readiness and capacity.	Tourism organizations should optimize their employee-centric emotion management and thus to equip themselves with sustainable resilience, secure readiness, and excellent capabilities to successfully implement daily changes.
		Employee-centric emotion management determines change success rate.