Tourist Experience and Innovative Hospitality Management in Different Cities

Abstract

The complexity of modern tourism and hospitality management because of competition in the destination market, and especially in urban tourism destinations, has created a demand for creativity and innovation. To satisfy heightened tourist expectations for a specialized experience, hospitality organizations emphasize local culture characteristics and the urban community. The purpose of this paper is to examine how an urban hospitality organization emphasizes community and social values in its hostels, and how the tourist experience is adapted to each city’s culture and atmosphere (Nazareth, Jerusalem, and Tel Aviv). The theoretical framework is based on the link connecting urban hospitality with the tourist experience, and how tourism innovation and creativity is managed, during this age of competition and specialization. The qualitative methodology includes participant observation, document review, and in-depth interviews. The findings of this study add a new dimension to the existing knowledge, namely the role of creativity and innovation in helping the management of an urban hospitality organization to shape the tourist experience. The study developed a new unique model for “implementing innovation in urban hospitality management” which describes the framework of connections and interactions between the various sustainable community based and social aspects. The novelty of this research model lies in the emphasis on how management uses innovation and creativity to brand the whole chain so as to realize the vision and values it wishes to promote. This also entails a system of sub-positioning that aligns the vision and values with the distinctive culture of each city and with each local community’s nature and traditions.

1. Introduction

Private enterprises are playing an increasingly greater role in destination structure, and individual entrepreneurs willing to take innovative risks are becoming more influential in the development competitiveness between tourist destinations [1]. The vision, creativity and influence of these entrepreneurs make them key “tourism influentials” with the ability to stimulate long term changes and development at tourism destinations [2]. Creative and innovative tools are essential for improving the tourist experience, and for allowing small companies in the tourism sector to differentiate themselves an increase their chances of survival in what has become an extremely competitive global environment [3].

The theoretical framework of this research links urban hospitality, the tourist experience [3,4,5], and the management of innovation and creativity in tourism [6]. Growing specialization and competition create new challenges for urban tourism [7]. Simultaneously, tourism and the tourist experience are becoming central elements in the establishment of a socially significant sustainable tourism product based on the local community [8]. The focus of this study is an urban hospitality organization whose vision and set of values are the basis for a management strategy striving to create and offer a unique tourism experience. The literature discussed the importance of hospitality management for adapting innovation and creativity [9,10,11,12,13,14] and for offering a unique tourist experience [15,16]. This paper offers an additional perspective, according to which hospitality organizations emphasize community based and social values to create a unique tourist experience in hostels located in different cities.

The issue of urban tourism has grown in importance since the 1980s. Increases in disposable income, non-work time, and consumption preferences have created a demand for new forms of holidays [9], such as visiting historic or cultural places. Thus, cities are becoming popular tourism destinations. City tourists seek distraction from their daily routine in the form of attractions that can offer them entertainment, special experiences, and knowledge of local history and culture [10]. However, in a world gone global, traditional visitors to destinations can no longer be taken for granted and competitive pressures affect almost all sites. As a result, both long-established and emerging tourist destinations face pressures to be innovative in order to make themselves more attractive [11]. Because of the high turbulence and rapid changes characterizing the tourism market today, effective competition requires tourism firms to be highly innovative and offer new high quality products that cater to customer demand ([12], p. 1). Therefore, tourism policy increasingly focuses on the promotion of innovation [13].

Additional studies have suggested that “new tourism” as part of “alternative tourism” [14] seeks physical and spiritual closeness to the local populace and a desire to experience local culture and society, unlike tourists of the past who sought mainly to satisfy their desire for recreation, leisure, and relaxation [15]. Consumption in terms of tourism entails experiences, therefore, understanding how and what tourists experience in terms of places and people is fundamental to the study of tourism consumption [4,5]. It has been mentioned that expectations and events influence experiences, and these remain or become the basis for new preferences and expectancies in each individual’s memories. Such a cognitive approach to experience emphasizes the difference between a tourist event and its antecedents and effects. Another aspect of the tourism experience is the inclusion of meaningful content for constructing a significant concept for the destination [16].

Sustainable tourism refers to tourism managed in keeping with the principles of sustainable development [17]. Central to this concept is the idea that the local community is taken into consideration and becomes integrated in the development of tourism. This is a complex and hard to achieve challenge, especially in urban tourism, which is growing steadily [18,19,20]. From this viewpoint, tourism development must be sensitive to a broad array of local community interests so as to avoid industry failure [18,19].

In light of mounting expectations for unique and specialized tourist experiences in a destination market marked by strong competition, accommodation, and hospitality organizations seek to entice tourists by featuring local culture and urban community in their new tourism products and services [8]. Such trends are also evident in hostels, which have overhauled their image in order to attract market segments other than young travelers [21]. As a result, hostels are under constant pressure to innovate and cater to the requirements of a changing target market [9,21]. Tourism management innovations, especially in hospitality management, are complex tasks [6]. Studies of the relationship between hospitality innovation, local tourism, and the ability of small businesses to develop special areas of tourist destinations [1,2,22,23] have emphasized destination resources, meaning the cultural heritage and natural resources, as important elements that can attract tourists and sustain the competitive edge of a destination [24].

Previous studies have focused on the definition and measurement of tourism innovation [25], comparability of innovation levels [26], and the contribution of human resources to the innovation process [26,27]. Although previous studies concentrate on tourism services, scant literature has been devoted to experiences that distinguish features of the innovation process in tourism industries [12,28]. This study aims to add another perspective to the existing knowledge, by examining how innovation and creativity inspired by local culture, history, and tradition were incorporated in a new urban hostel concept, in which guests had an opportunity to feel linked to the local community. The paper examines how the management of the Abraham Hostels chain, an urban hospitality organization in Israel, introduced community-based social values into each of their three hostels, and adapted the tourist experience to the specific culture and atmosphere of each city (Nazareth, Jerusalem, and Tel Aviv). The study employed participatory observations of hostel management and operations in each city, in-depth interviews with managers, analysis of reviews posted by guests and a review of the literature for background information.

Through analysis of the data, the present study delves into the issue through three research questions that have not been examined in previous studies. By answering them, the study will offer an applicable model for hospitality organizations seeking to implement community-based sustainability principles and to formulate and realize their vision by means of innovation and creativity. The first research question is: how does the management of an urban hospitality chain implement community-based aspects in the running of its guest houses? The answer will help to translate principles of community based sustainable tourism to a tourism experience that meets the tourists’ expectations [17,18]. The second research question: how does the management of an urban hospitality chain implement social aspects in the running of the guest houses, focuses on the manner in which a hospitality organization defines and realizes a vision of social experiences for their guests. The third research question: how does the management of an urban hospitality chain implement local and regional tours in the running of the guesthouses, focuses on how management can serve as a connecting agent that intensifies the hospitality experience by including the entire geographic-touristic space in unique tourism routes, which may also help to maintain community based sustainable tourism. Based on the findings, a model is proposed for implementing urban hospitality management’s vision and values in innovative tourism products.

The Abraham Hostels chain opened operations in 2006 in the Old City of Nazareth with a small hostel in a historic building. Under joint Jewish–Arab management, the Fauzi-Azar Inn is a success story in Nazareth and serves as an example of community-based sustainable tourism development [22]. Following this success, another two hostels were opened, in Jerusalem and Tel Aviv, key tourist cities in Israel, and a fourth hostel is planned for the southern city of Eilat. The significance of the current study stems from the fact that despite considerable literature focusing on innovation [3,24,25,26,27], research in tourism innovation is limited and characterized by as many research gaps as there are areas of significant advance [9,12,28,29]. Hence, there is a noticeable lack of in-depth case studies analyzing how the management of hospitality organizations implement and operate according to their visions and values.

2. Urban Tourism and Hospitality

Urban tourism differs from leisure tourism in that by significant numbers of tourists visit cities for shopping, conferences, business or visiting friends and relatives more than for leisure [30]. The nature of urban tourism is determined not only by the characteristics of the tourism product, but also by the city’s economy and population size [31]. As a result, one of the most important factors in opening a new hospitality establishment is its location [32]. Studies carried out to establish the spatial location of tourism in cities have mostly focused on accommodation. Most tourist accommodation services tend to be concentrated in the center of cities, adjacent to the historic core and tourist attractions [7,31]. Hotel clusters can also be found in close proximity to international airports and borders, tourist attractions and in small historic towns [31], as well as near transportation facilities [30,33], high-tech parks [30] and commercial centers [7]. Hotel location can also be explained by factors such as political upheaval and social and cultural differences, as in the case of Jerusalem which is inhabited by two large population groups: Jews and Muslims [34]. Yet reference to urban tourism as a distinct field only began to appear in the literature in the 1980s [30]. Reference [33] proposed the “tourist-historic city” model which defined an area that takes up a small part of the city but encompasses most of the tourism activity and land use. They stated that in major cities, more than one such area can be found, connected to one another by “tourist corridors”. The authors describe both the benefits and the problems of tourism in historic cities, and how planning and management might influence its level of success.

A rapidly developing phenomenon in urban tourism is tourist enclaves that typically begin from hostels and inexpensive accommodations. Most of these enclaves are located near transportation, as well as important tourist attractions and also have many shops catering to tourists. The make-up of such enclaves is generally similar: backpacker hostels, low-end accommodations, discount travel agents, theme bars, and many tour operators with its tolerant and socially permissive ambience and the company of fellow travelers [35,36,37,38].

Hostels have become established landmarks in tourist centers around the world [38]. Their reputation is built on hospitality tourist activities on offer, including planning trips and routes, information about destinations interaction with other tourists and the usual accommodation activities, such as rest and relaxation [38]. Hostels call up associations with backpackers, low cost, shared dormitory space, and common areas such as kitchens and lounges. Mingling and getting to know other hostel guests, who are usually like-minded travelers, is considered an important element of the hostel product and experience and is facilitated by the communal nature of the hostel design [21,38,39]. Additionally, hostels represent suitable spaces for challenging master narratives of space. The first reason is that since hostels represent cheap, fun escape from day-to-day life, their spaces are regarded as being on the fringes of the tourism economy, catering to groups of travelers not usually regarded as high value, and, therefore, embodying the potential to resist dominant narratives of space. Secondly, hostels represent themselves as social spaces where guests are nearly compelled to interact with other guests and with local people. This increases the chances of engaging with the other [40].

A major change in backpacking trends is changing what visitors want in terms of hostel facilities and services [21]. Until recently, backpackers were younger travelers on a tight budget who sought authentic tourist experiences, abjure tight schedules, and considered socializing with other travelers as part of the experience [41]. Now, the hostels’ attractive room rates draw a new clientele from older age groups and multi-generational families. Thus, penny-pinching backpackers share hostels with more mainstream tourists for whom money is less of a problem. The new clientele, however, still want some of the amenities of regular hotels and so hostels now offer single and double rooms and suites, above and beyond their traditional shared dormitory rooms. In other words, guest demands and expectations have spurred hostels to adapt their product so that this new market segment will continue to book rooms and enjoy the hostel experience. To this end, hostels are demonstrating more resourcefulness and innovation.

3. Innovation in Hospitality Management

Several attempts have been made to describe the concept of innovation since Schumpeter’s earliest reflections (in 1934 and 1942), in which innovation, to be distinguished from invention, was considered to be the application of bright ideas. Schumpeter recognized the many forms of innovation—new products, as well as new methods of production in new markets, with new sources of supply and new organizational forms [9]. Among the many ways that innovations can be classified are ‘newness’, ‘focus’ and ‘attributes’ [9]. The emphasis on newness is evident in the definition of innovation ([42], p. 12) as an idea, practice, or object that an individual perceives as new. Later descriptions also stress the important role of innovation in the growth and efficiency of industry [9,43]. Innovation refers to the market-based application of new processes, products, services or forms of organization ([24,44], p. 2) and to identifying new markets and management strategies [6,45]. The many forms of innovation all share three common elements—creativity, a problem-solving approach, and a new way of thinking [46]. In this way they contribute to performance and enable an organization to regularly modify the way it operates to improve its effectiveness ([24,25,27,46,47], p. 1173). Innovation is about adapting to or shaping change. It is not a goal in its own right but rather a means to an end ([9], p. 424). To summarize, the Oslo Manual defines innovation as the ‘implementation of a new or significantly improved product (good or service), or process, a new marketing method, or a new organizational method in business practices, workplace organization or external relations.’ ([48], p. 46).

Growth in the tourism industry is driven by the ability to offer new products and experiences ([12], p. 1). In competitive markets in this global era, innovation and creativity play an equally important role in the service sectors, such as tourism, and in manufacturing industries [9,28]. Within this context, creativity and innovation are considered part of the same process but each with a different role. Creativity can be viewed as the generation of ideas and innovation as putting them into action [49]. Reference [9] maintained that creativity is not so much about talent as much as it is about being a goal-oriented process that generates innovations. It also tends to be sparked by interactions amongst individuals within their key work groups. In 2004, United Nations Educational, Scientific and Cultural Organization (UNESCO) launched the global “UNESCO Creative Cities Network”—UCCN—project that reflects the importance of innovation and creativity for sustainable urban development. At the UCCN 2006 conference, creative tourism was considered to be a new generation of tourism and was defined as follows: “Creative tourism is travel directed toward an engaged and authentic experience, with participative learning in the arts, heritage, or special character of a place, and it provides a connection with those who reside in this place and create this living culture“ [50]. Tourists nowadays seek new attractions and unique experiences while avoiding rituality. As a result, innovation is becoming an important factor in the research, policymaking, and management of the tourism sector, pervading all corners of the system [9]. Increasingly innovative approaches are required to attract visitors [51]. The ability to innovate determines a tourism firm’s success in today’s highly competitive market [52]. In addition, branding exclusive tourist activities is becoming an effective way to attract tourists seeking to consume non-common goods and activities [6]. Recognizing the attributes that define the character of a place and understanding the people who live there and the nature of a place’s identity are suggested to be the principal parts of a destination branding strategy [53]. These are significantly related to the culture and core values of the destination [54,55] and are considered a fundamental part of the tourism experience [56] its earlier description as tourism managed according to the principles of sustainable development (e.g., [17]), to a broader concept as a “balance between the consumption, transformation, and creation of tourism resources” ([57], p. 465). Studies have attributed the success of sustainable tourism to engaging stakeholders in the decision-making process and to sensitivity to local community interests [22,23]. Local community involvement has been found to be a necessary condition for applying sustainable concepts to tourism planning and development. This entails incentivizing small-scale entrepreneurs and local ownership opportunities over outside investors [58]. The role of private enterprises and individual entrepreneurs is an important part of the growing competitive market of tourist destinations [1]. Studies point to the long lasting and dynamic influence of entrepreneurs’ actions on creating an entrepreneurial environment focused on developing an area as a whole and not just promoting individual businesses [1,2]. Innovative efforts can play a positive role in sustainable tourism development [6,9] and in linking tourism innovation and tourist satisfaction [53,59]. Thus, hospitality firms must adopt strategies that support creative innovation related to the products, services, and experiences offered to customers [3,26]. At times, a single innovation can cause the reshaping of the entire tourism landscape [9].

A strong and positive relationship has been revealed between hospitality performance and innovation [60]. Since the hospitality industry is operating in an ever increasing knowledge-based economy, hospitality organizations strive to increase customer satisfaction and to gain a sustainable competitive advantage by constantly innovating and by implementing knowledge management. Strengthening sharing during the decision-making process helps to promote creativity and innovative thinking. However, even with the great advances in technology, human capital remains a non-substitutable source of innovation and creativity [61]. Many leading hospitality organizations recognize the importance of encouraging creative input from their visitors, as well as promoting the creativity and innovation of their employees to gain a competitive advantage [26,43].

The importance of the human dimension is emphasized in the hostel service environment in which social interaction between and among travelers, hosts and the local community is central to the hosteling experience [62]. Reference [63] introduced the concept of “servicescapes” to define the physical environment of a service setting, as “the built environment or the man-made, physical surroundings, as opposed to the natural or social environment” ([63], p. 57). Yet later studies argue that the social aspects—other guests and hostel employees—also play a role in the hostel servicescape and not just the physical aspects as originally suggested by [63], and as a result, contribute to enhancement of the hostel experience [21,38,63]. In this context, the employees of the “Chic and Basic” hostels are considered a key innovative element and are carefully selected to share the company’s philosophy and provide superior guest service. The hostels, located in Madrid and Barcelona, offer a low cost experience that is both “basic” and “chic”, based on novel design, practical amenities and sensitivity to personal needs. The founders’ vision was to provide a product that is modern, young at heart, and innovative, different from the traditional and conservative concept of hotels. New hostel locations are sought out in central locations in big cities. The keys to success for the owners consist of listening to the clients, contracting the best professionals when needed and constantly innovating so as to maintain a competitive advantage and image [8].

4. The Relationships between Urban Hospitality, Local Culture, and Innovations

The UCCN definition of “creative tourism“ emphasizes the interaction between the visitor and the place, the living culture and the local residents, and involves doing something experiential and authentic in the real cultural life of the city [50]. The “feeling” makes visiting a place memorable, therefore the goal is to connect between people and place by identifying sensory experiences that may be inspired by the history, traditions, local practices, and all the elements that constitute the authentic root of a place [8]. As such, new tourism products and experiences, such as eating with the locals and co-created tours, are becoming popular in the new “societal innovative” transformation of the tourism industry [64]. The new “Art in Residence” program created at Jumeirah Essex House on Central Park South, New York, emphasizes the connection to vibrant local culture. The program, which invites artists to stay at the hotel and create artwork that will be installed in the hotel’s lobby, illustrates the hotel’s historic tagline “Always In Touch with The Park, Never Out of Touch with The City”, and aims to strengthen the historical connection between Central Park and Jumeirah Essex House. The success of the program is associated with the hotel’s prominent place in the local culture and its ability to create opportunities for guests, colleagues, and communities to connect with different cultures, people, and ideas [8].

Entrepreneurs have been recognized as an important factor in transforming local resources into tourist attractions and the tourism entrepreneur has been identified as the “persona causa” of tourism development [65]. Thus “only when tourism entrepreneurs are present do a community’s climate, landforms, flora and fauna, historic vestiges, and ethno-cultural enclaves become tourism resources that may be transformed into tourist attractions” ([65], p. 22). Although innovation does not create enterprises, it is a competitive advantage and increases the sustainability of an enterprise [65]. In Killarney, County Kerry, one of Ireland’s leading tourism destinations, local entrepreneurs were found to play a significant role in shaping the thriving tourism industry. Their ability to trigger change and development was found to encourage and facilitate the involvement and success of others in the industry, and support an environment where complementary businesses can flourish—”what may have started in Killarney as one person’s vision has become the collective vision of many” [2]. Scholars observing that new-to-tourism entrepreneurs in Spain had no background in tourism, theorized that this lack could serve as a source of creativity through the addition of new perspectives and a greater awareness of novel possibilities [29].

In her review of innovation research in tourism, [28] finds ‘a lack of consistency in definition and measurement of rates of innovation, which could facilitate comparisons across industry sectors and national borders’. In previous studies, the emphasis was on innovation for creating new products that would satisfy growing public demand for new and exclusive attractions and a tourism experience that is unique [6,9,28]. Reference [52] claims that for an innovation to be relevant, the customer must ultimately feel the effect, therefore, the need for measures to capture the degree to which innovation affect the tourist experience. In her study, Volo presented a conceptual model to facilitate measurement of tourism innovation by categorizing innovation along three dimensions: an ‘invention-adoption’ continuum and an ‘impact-on-the-tourism-experience’ dimension, which refers to accessibility, affective transformation, convenience, and value. The third dimension of the matrix is the economic impact of the innovation. The model suggests a tool for tourism enterprises to analyze their ability to enhance the tourism experience and evaluate necessary conditions for effective innovation. A new generic approach to measuring the newness characteristics of innovations and their adoption in tourism firms emphasized the use of a common database structure and algorithms that offer the possibility to compare innovation levels in tourism among regions, countries, and sub-sectors and, at the same time to classify firms with similar innovative features. To analyze the model, the study concentrated on approximately 7000 tourism-related firms in Slovenia and suggested that the results of the approach could be useful to tourism firms and other stakeholders for improving strategic decision making [66]. The contribution of the human resource to the innovation process in tourism has been the area of focus in several studies. The idea of integrating employees and visitors in the innovation process was examined to analyze the effect of combining technology and human (employees and customers) resources as sources of creative innovation in the hospitality sector. The underlying idea of the hybrid people-technology model is that both people and technology, such as social media, are key resources for introducing creativity and innovation to hospitality organizations. The authors suggest viewing innovative activity as a process in an open network of internal and external resources that is not limited to sole innovators [26]. Although examining the relationship between innovation determinants (inputs) and two innovation outputs in tourism—service and marketing innovation—collaboration was found to be the most significant factor contributing to the generation of innovations. A tourism firm may benefit by sharing knowledge and experience with partners and by identifying changing consumer preferences and emerging market trends through interaction with customers. This may lead to new ideas and opportunities to innovate and create new tourism products. Human capital was also found to be an important factor affecting innovations and productivity [67].

5. Nazareth, Jerusalem, and Tel Aviv: Tourism, Culture, and Local Community

Nazareth is the city with Israel’s largest Arab majority and is considered as the capital of Israel’s Arab population, with over 75,000 residents [68]. Nazareth constitutes a distinctive case study of cross-cultural conflict and tourism development because of the overlapping sets of tensions affecting this city, located in the heart of the Galilee region. On the one hand, there are tensions between the Arab minority and the Jewish majority and on the other, between Nazareth’s Christian Arab and Muslim Arab communities. As one of Christianity’s holiest locations, many of the city’s sites are linked with important events in early Christian history. This makes Nazareth a key tourism destination for religious pilgrims. Despite intentions to promote Christian religious tourism to Nazareth, the combination of top-down planning and Christian–Muslim tensions in the city led to a mass exodus of artisans and entrepreneurs from the old city nearly 20 years ago. To this day, most of the old city district lies vacant [22].

Jerusalem is the capital city of Israel and internationally recognized as the holiest city in the world for all three Western monotheistic religions. As such, the city has always been the focus of Jewish, Christian, and Muslim pilgrimages and the main tourist attraction in Israel [34], with more than 2.3 million tourist visits a year, as well as considerable domestic tourism. The city’s population of almost 866,000 is comprised of 61% Jews, 37% Muslim Arabs, and 2% Christians and others [68,69,70]. Jerusalem’s old city has a rich diversity of archeological, historical, religious, and cultural heritage sites, together with traditional markets and modern tourist attractions such as art, theatre, culture, music, and gastronomy. Overall, it offers visitors an authentic and exciting experience and a taste of the local culture.

Tel Aviv, founded as the first Hebrew city, is the second largest city in Israel with a population of almost 433,000 [68]. Tel Aviv is the national and international business center in Israel and is well connected to the global economy. Known for its vibrant and contemporary cultural attractions, it is branded globally as the “city that never stops”, reflecting a vision of innovation as a way of life that manifests itself in the “nonstop” character evident in almost all aspects of the city [71]. Tel Aviv, with approximately 2 million tourist visits a year, offers museums, theatre, music, restaurants, and the beach as its main tourist attractions [70].

6. The Case Study: The Abraham Hostels Chain—Vision and Values

The new Israeli chain of hostels and the first privately owned hostel chain in the country, Abraham Hostels (see

Table 1. Abraham Hostels chain in Nazareth Jerusalem and Tel Aviv, Israel (01/2020).

City	Opening Year	Number of Private Rooms	Number of Dormitories	Number of Beds	Price for a Private Room (Euro)	Price for a Bed in Dormitory (Euro)	Percentage of Occupancy (%)
Nazareth	2006	11	3	50	68–110	19–24	55
Jerusalem	2010	35	41	271	68–88	19–25	80
Tel-Aviv	2016	40	52	380	68–88	22–28	80

), began operating in 2005 when it opened a small hostel in the heart of the Old City of Nazareth. The Fauzi Azar Inn, located in a historic heritage building, has become a success story as a model of community-based sustainable tourism development [22]. The guesthouse is an alternative, small-scale tourism venture, with joint Jewish–Arab ownership and management. The Fauzi Azar Inn itself represents important architectural heritage values as well as intangible values connected with Israel’s Arab cultural heritage, and it offers a place where Christians, Muslims, Jews, and others can work and live together.

The founders of the Abraham Hostels chain were five former backpackers and travelers whose vision was to promote Israel as a prominent backpacker and independent traveler destination. They envisioned a one-stop comprehensive hub for independent travelers which would provide affordable accommodations, as well as reliable tour and travel information, language classes, as well as bike rentals and enjoyable local events. They also perceived the potential of such a project to promote the local economy and to transform the world’s view of Israel and the Middle East. The local reality would be revealed, as well as the tourism bounties available in the region, thus improving Israel’s tourist destination status. The name of the hostel chain, Abraham, reflected the vision shared by the five partners to revamp the hospitality the biblical Abraham was famous for, and to create a 21st century hospitality center that welcomes people of all faiths. With this guiding principle in mind, they hoped to establish a hostel chain throughout the Middle East, from Aqaba and Sinai to Amman and Istanbul.

In 2010, Abraham Hostels opened its second branch in the heart of Jerusalem. The aim was to capture the unique atmosphere of the city and provide visitors with an authentic experience of the diversity of faiths and cultures. In 2016, a Tel Aviv branch opened near Rothschild Boulevard, one of the important commercial and cultural hubs of the city. It is central to many of the city’s popular tourist locations and to the business area. Very recently Abraham Hostel’s Chain is starting to operate the new fourth branch in Eilat, Israel’s southernmost city, along the shore of the Red Sea. The owners strived to individualize each hostel by connecting to the location and creating an authentic place that enhances the unique urban culture and heritage of the city.

The new chain rapidly became a success story. The Nazareth branch became known for cooperation between Jews and Muslims, for a new way of promoting cross-cultural partnership, and for implementing the principles of community-based tourism, as documented in the study by [22]. This line of success continued in the Jerusalem branch and lately the Tel Aviv branch, as is evident from the excellent feedback appearing in prominent booking and travel websites, such as Booking.com, Lonely Planet, Hostelbookers, Hostel World and Tripadvisor, as well as in newspaper articles and social media.

7. Methodology

This study follows the case study approach employing qualitative research methods [72]. The linking of case study design and qualitative methods appears frequently in the literature [73] and is especially appropriate for dealing settings in which little research has been conducted [72]. The study combined three forms of data collection: participant observation, document review, and in-depth interviews [72,74,75]. A similar methodological approach has been used in other studies of hostels that addressed complex, cross-cultural, and conflicted heritage dynamics [22,40]. Thematic coding as a form of qualitative content analysis [76] used the texts collected by the research methods employed (participant observation, document review, and in-depth interviews), to identify text passages linked by a common theme or idea. This made it possible to index the text by categories and, thereby, establish a framework of thematic ideas about it”. To gather data, the researcher visited each of the three hostels in Nazareth, Jerusalem, and Tel Aviv on three to five separate occasions between January 2016 and December 2016. Most of the visits included an overnight stay. During these visits the researcher engaged in participant observations of managers, staff activities and meetings, interactions among Abraham Hostel management, staff and volunteers, and interactions with guests. These observations concentrated on examining how community-based social values were implemented by the management of the Abraham Hostels chain urban hospitality organization in each of the three hostels, and how the tourist experience was modified to suit the culture and atmosphere of each city (Nazareth, Jerusalem, and Tel Aviv). In other settings, as an on-site observer, the researcher was not identified and presented himself as a hostel guest and took part in the daily life of the hostel such as guests’ workshops, social and entertainment activities, tours, and breakfast and pub dynamics. During the observation period, notes were taken documenting the interactions among the guests and between the staff and the guests.

The researcher also conducted six in-depth interviews with Abraham Hostels managers and staff which represent a form of purposeful and key informant sampling strategies. These interviews focused on understanding how management implements values associated with: (a) community-based aspects in the running of the guest houses; (b) social aspects in the running of the guest houses; (c) local and regional tours in the running of the guesthouses. For the document review, documents were accessed pertaining to the Abraham Hostels chain, such as media reports (e.g., newspaper articles) and social media networking (e.g., hostel Facebook and hostel Tripadvisor reviews). The latter were included in the data since they reflect the way guests perceive the chain’s success in branding its vision and values. In addition, an analysis of a representative sample of guests’ reviews from Booking.com website was conducted, with close attention paid to factors reflecting values that arose during the interviews with the hostel chain managers and staff. The data from these three sources were then analyzed to shape the tourist experience, as perceived by the Abraham Hostels management, based on three prominent aspects: local community, social values, and local and regional tours.

8. Innovational Hospitality Management in the Abraham Hostels Chain—Nazareth, Jerusalem, and Tel Aviv

Through analysis of the data, the paper provides answers to three research questions, namely to understand: (a) how management of an urban hospitality chain implements community-based aspects in the running of the guest houses; (b) how management of an urban hospitality chain implements social aspects in the running of the guest houses; and (c) how management of an urban hospitality chain implements local and regional tours in the running of the guesthouses. Based on the findings, a model is proposed for implementing urban hospitality management’s vision and values in innovative tourism products.

Findings:

• Local Community Based Aspects 

An important and basic component in the organization’s vision is community-based tourism and the connection between the hostels, the visitors and the local community. This is translated into actions and is evident in a wide variety of ways. One of the senior managers said in an interview:

“We give the visitors discount coupons without taking commissions or percentages, because we see ourselves as part of and working for the community and prefer that the tourists get the benefits and not us, so it will encourage them to discover the local community and come into contact with them.”

Another example is the user-friendly tour information and booking center in each of the hostels, that makes a point of recommending local tours with connections to the community. An interesting phenomenon is the fact that locals who live next door to the hostels feel free to spend time in the lobby and take part in informal social gatherings and events held there during the day, and especially in the evenings and on weekends. The locals, together with the tourists, play games that are set up in the lobby such as bowling or table football, sit at the bar, or watch a performance. Both locals and tourists enjoy the social exchanges and making acquaintances. The impact of the encounter with local residents and traditions on the hosteling experience is apparent from travelers’ reviews of the Abraham Hostels, especially in Nazareth (see

Table 2. Abraham Hostels Travelers Reviews by Location * (booking.com).

Experience Dimension	Experience Variable	Nazareth (N = 80)		Jerusalem (N = 78)		Tel Aviv (N = 84)
		Number of Reviews	Average Score	Number of Reviews	Average Score	Number of Reviews	Average Score
Local community	Encounter with locals	11 (14%)	9.327	3 (0.4%)	9.600	0	0.000
	Culture and tradition	16 (20%)	9.463	3 (0.4%)	8.633	11 (14%)	9.327
	Location and tours	22 (28%)	9.350	17 (21%)	9.259	17 (21%)	9.282
Social values	Social dynamics	5 (0.6%)	9.760	12 (15%)	9.075	9 (11%)	9.600
	Common recreation areas	7 (0.9%)	9.300	14 (18%)	9.086	14 (18%)	9.300
	Unique workshops and events	5 (0.6%)	8.900	13 (16%)	9.085	19 (24%)	9.532
Local and regional tours	Local attractions	7 (0.9%)	9.086	4 (0.5%)	9.200	2 (0.3%)	9.400
	Culture and heritage	2 (0.3%)	8.800	0	0.000	2 (0.3%)	9.400
	Unique and unusual tours	5 (0.6%)	9.080	12 (15%)	8.942	10 (13%)	9.310

* The information was gathered from reviews posted on the internet site Booking.com between 25 July 2015 and 27 April 2017.

). More than half of the reviews of the Nazareth hostel emphasized the connection between the hostel and the local community, for example: “The people make this place, no doubt…Make sure to attend the morning introduction—eye opening!” and “Amazing story about the owner, house and family. Thank u for sharing!!”

The management also encourages activities that benefit the community, such as: raising money for abandoned animals, a local designer fair, performances by local musicians for tourists and locals (see Figure 1), and the sale of homemade local products. One of the managers proudly remarked “We are truly people of ideology, happy to act for the community and the society, to make the world a better place”.

The chain’s management employs the same conceptual approach in each of its three hostels, adapting them to the character of the local culture and traditions. The Nazareth hostel recommends and offers evening meals in the homes of members of the Arab community who live close to the hostel. By partaking in this activity tourists can engage in an authentic experience and a direct encounter with local lifestyle and cuisine, and at the same time contribute to the financial income of the locals. Jerusalem is a traditional and conservative city in which many residents in the communities bordering on the hostel are religious Jews who observe the Shabbat (Sabbath—from sundown Friday night to sundown Saturday is a sacred period for religious Jewish people). The hostel holds a special and unusual Friday night “Shabbat Dinner” feast at which guests learn about some of the Friday night dinner traditions of religious Jews in general and of the local community in particular. Ingredients for the dinner are bought nearby at the famous “Machane Yehuda” market during a joint shopping expedition with the tourists, and the guests themselves take part in preparing the food for the Shabbat Dinner, overseen by the chef (see Figure 2). The Shabbat meal received special mention in many reviews as a unique experience and opportunity: “Shabbat dinner is a must; you will meet lots of people and make friends” and “Shabbat meal bringing travellers from all over the world together to enjoy food and drink on the special day.”

These are excellent examples of how the Abraham Hostels management combines the values they hold dear with a contribution to the community. In the process it creates an unusual and significant experience for tourists and an opportunity for them to learn about local traditions.

b.

Social Aspects 

The management considers the common recreation areas (such as the reception area in the entrance, the lobby and the roof) of great importance in designing an enjoyable and communicative environment in the hostel (see Figure 3). Especially significant is the main lobby that includes a dining area, an active and lively pub, many seating areas (including armchairs, mattresses, cushions, and hammocks which imbue the space with a feeling of comfort and the warmth of home), a variety of games for guests to play (such as bowling, table football, and darts), a television room, a stage for performances and events, and an informal, fun-oriented, and supportive atmosphere. This is the heart of the hostel, full of activity from breakfast in the morning, a pleasant meeting and dining area during the day, to a place full of life in the evening around the pub and performances that are staged there. The importance of social interaction between and among travelers has been discussed in previous studies [21,38,39,62] and is evident in travelers’ reviews (see Table 2). The majority of the Jerusalem and Tel Aviv hostel reviews emphasized the common recreation areas, unique workshops and social activities and events:

“I especially appreciated the activities that the hostel organized. I met some great friends at breakfast, and from that point we were able to do all sorts of things together, from a tour of the West Bank (provided by Abraham Tours) to a rooftop BBQ at the hostel, to a movie night … The common area/kitchen is decked out with a bar, hammocks, guitars, couch-es, etc. It’s a great atmosphere to meet new people…”.

The emphasis on the social aspect of the tourism product and the tourist experience in the hostel chain is evident in many diverse ways in the organization’s definition of values and vision. Even its password for the free internet Wi-Fi: “happyhourto8”, is just to remind guests to gather at the pub and enjoy time together, instead of being alone (as mentioned in one of the reviews “… the wifi password, really innovative!”). In one of the interviews a manager/owner said: “Our forefather Abraham was known for his hospitality in his tent and our vision is to bring Abraham’s hospitality to the 21st century. His tent was open to four directions and he would watch for the passersby or angels that would come to visit him…We noticed that in English the difference between the spelling of ‘hotel’ and ‘hostel’ is the letter ‘s’, which in our minds stands for ‘society’ which is considered the most important and central component of the tourism product and the tourist experience that we create at the Abraham Hostels…We encourage social dynamics at the hostels, we do not put televisions in the rooms or in corners because we want to encourage unmediated meetings between the guests in their free time, so they can meet other guests in the common area and enjoy free hot drinks, games, music, comfortable seating areas and a fun and active bar”.

c.

Local and Regional Tour Aspects 

The hostels in each of the three cities offer free tours and sightseeing, maps, and plenty of information, to encourage tourists to visit not only the usual tourist attractions but also to become acquainted with the local community. In its vision, management emphasizes the importance of local and regional tours as part of direct encounters with the culture and heritage of the society and communities that live in the near-by tourism area. One of the owners and the manager of the Abraham Hostel in Tel Aviv described it this way: “Our forefather Abraham was the first backpacker in the Middle East, when God ordered him to go to the Promised Land. In the same way, we partners in the Abraham Hostels were backpackers ourselves and even today we continue to travel and tour as backpackers and stay at hostels, and not hotels, around the world. Therefore we understand the expectations, the feelings and the needs of our guests, and we have collected ideas from our own backpacking in the world. And of course Abraham is also the forefather of Judaism and Islam, as well as a well-known figure for the Christians from the New Testament”. He added: “We established the ‘Abraham Tours’ company so we can combine specialized tourist experiences together with the richness of existing tourism locations in areas abundant in culture and heritage, as well as exposing tourists to aspects that correspond with our vision and ideology”.

The hostels in all three cities initiate and operate tours designed to create encounters with the surrounding culture and urban community. In Nazareth, they offer a unique tour of interesting small businesses such as artisans and culinary ventures. This is consistent with the vision of “tourism for the benefit of the local community” in a place that still suffers from under-development, and the management sees their mission as contributing to the local economy. In Jerusalem, the hostel offers a free tour of the Old City, the well-known “Machane Yehuda” open-air market or a unique “Meet the Ultra-Orthodox Jewish Tour” that takes tourists into the closed ultra-orthodox Jewish community. Tel Aviv, which is different from Jerusalem and Nazareth, integrates “cool” tours such as pub crawling or fun sightseeing and surfing at the beach in Tel Aviv. The success of the Abraham Tours in connecting the tourists to the local com-munity and traditions is evident in traveler reviews such as the following: “The free morning tour of the old market gave the final touch to make us feel local” and “It offers great free walking tours of the city which helps to discover not only monuments but also some great local shops and traditional life in Nazareth”.

Discussion:

• Local Community Based Aspects 

These findings are consistent with studies that point to the popular trend of change in the tourism industry [64] and to the image transformation hostels are undergoing [21]. Previous studies have emphasized the connection between tourists and the local community and culture as an important factor in creating a special “feeling” towards a place and a memorable visitor experience [8,56,64]. Moreover, it would seem that in the case of the Abraham Hostels, management has taken the concept of community-based tourism one step further, enabling visitors to forge deep bonds with the local population. These examples clearly demonstrate the ability of small entrepreneurs to create special tourist destinations (1,29,2) while utilizing local resources—people and products [65]. Veríssimo [77] identified some of the most desirable experiences for guest house consumers, including: engaging in activities and events, having local experiences which play an important role in the hospitality industry, by offering central location, an interactive atmosphere, events, and personal treatment.

The collaboration with local businesses enhances co-creation between the various stakeholders at each destination, enabling the hostels to offer tourists a wider range of specialized experiences [78,79]. A recent case study by [80] about the Selina Hostel (Porto, Portugal) highlights a creative cluster, creating an environment that captures cultural life, encourages city identity and explores the idea of being part of a community. This is made possible by digital transformation that encompasses businesses, hobbies, and relationships.

The hostels management proudly views the hostels’ special contribution as a counterbalance to the problems and social tensions that characterize the communities in each of the three cities where the hostels operate. The opening of the hostel in Nazareth was a catalyst for initiating the development of new guesthouses and encouraging Jews to stay in hostels run by the Arab community:

“In the first hostel in the chain, Fauzi Azar in Nazareth, we were pioneers in the whole city in breaking the ice between Arabs and Jews, and in developing small community-based initiatives for the community. We continue to be a symbol of coexistence and partnership, and we have paved the way for all 14 (guesthouses) that have been established in our footsteps in Nazareth and for more hostels in other places. We are mainly proud to have succeeded in bringing Jews to stay as guests in Nazareth, the largest Arab city in Israel”.

In Jerusalem, the hostel management views itself as a liberal anchor in the center of the largest city in Israel, a city with a broad holy heritage that is steadily becoming more religious and conservative, and in Tel Aviv, a business and cultural bubble that has become extremely expensive in terms of real estate and lifestyle, the hostel owners hope to entice tourists by offering them accommodations at a reasonable price.

In an interview, the manager of the Tel Aviv hostel said:

“We encourage accessible tourism that anyone can consume. In the huge event space in Tel Aviv—we enable people from the community to come and be a part of the place. We allow them to produce whatever performance they like and they can charge money at the entrance or not. We are happy to help them in producing and marketing their events—they do not need to pay us. Our profit comes from the bar and we also profit from the branding and publicity. It helps us to sell rooms and it fits in with our vision and ideology of connecting with the local community and culture”.

The above narratives clearly demonstrate the success of the Abraham Hostels in triggering further development of the tourism industry—the opening of other guesthouses and initiating tourism activities—beyond their specific business. This is in keeping with the long lasting and dynamic influence that entrepreneurs’ actions can have on creating an entrepreneurial environment focused on developing an area as a whole and not just individual businesses [1,2]. In response to the first research question, how management of an urban hospitality chain implements community-based aspects in the running of the guest houses, it would seem that in each of the three cities where Abraham Hostels operate, they have succeeded in connecting to the local narratives and adapting their values to the needs of the local community, and in this way contribute to promoting the destination.

b.

Social Aspects 

In response to the second research question, how management of an urban hospitality chain implements social aspects in the running of the guest houses, the social activity offered at the three hostels is very much adapted to and respectful of the accepted traditions in each of the three cities. An excellent example of this sensitive and innovative approach is the culinary workshops offered at each of the hostels. In the Nazareth workshop guests prepare “makluba”, an Arab dish of rice and meat—a staple of the food culture of the local Arab community. In Jerusalem, the workshop prepares Jerusalem hummus (a chickpea spread), a typical dish favored by Jerusalemites. In Tel Aviv, the dish chosen is “shakshuka”, a one-pan combination of eggs, fried onions, tomatoes, and peppers favored by young Israelis in Tel Aviv and elsewhere. Local food is viewed as symbolizing local culture and tradition, and this innovative approach uses the culinary workshops to provide tourists with an original local experience. This experience can be categorized as a way to study the local community, its characteristics and culture [51,53].

The different characteristics of each city are clearly expressed in the tailored mix of performances and cultural events in each of the hostels. Jerusalem is very much a multi-cultural city in which people of the Jewish, Muslim, and Christian faiths live side by side. It is a traditional and conservative city and the Jewish majority is comprised mostly of religiously observant residents. In this trans-cultural arena, tourists may watch oriental belly-dancing and dance joyfully to the sounds of Arab music one night, and the very next evening they are humming along with Jewish folk musicians, singing some of the most popular traditional Jewish songs. Reference [40] identified the intimate interactions inherent in a hostel setting, thus helping to ensure that tourism is used to promote alternative, positive narratives of contested space. This variety gives tourists some insight into the exceptional multi-cultural mix of the city of Jerusalem. This exciting and experiential variety provides tourists with an authentic connection to local culture and direct exposure to its various shades [8,64].

On the other hand, Tel Aviv is a dynamic, young, open, and creative city. Here the hostel management provides young artists with a free stage in the huge visitors’ lobby, and tourists together with many locals gather especially for the show, to enjoy a contemporary and experimental experience in an open, global atmosphere. Management strategy in Tel Aviv is described by the local hostel manager as follows:

“…in Tel Aviv–every month we have events for more than 1000 people such as: leading musical artists, an exhibition by the graduates of an academic art institution or the launch of a poetry magazine. We also allow artists to use our space for rehearsals free of charge and give a free stage to new stand-up comedians—a mirror of the lively culture in the young dynamic city of Tel Aviv… ”

These examples of encouraging local artists and offering them an appropriate forum have been found to be successful ways to connect tourists and locals [8].

c.

Local and Regional Tour Aspects 

The “Jesus Trail” tour that originates in Nazareth was a unique tourist product initiated by the Abraham Hostels for Christian pilgrims. The tour combines the experience of hiking in the historic Galilee landscape together with a religious–spiritual experience as pilgrims follow the trail of Jesus, according to the New Testament, from Nazareth to Capernaum at the north end of the Sea of Galilee. The hostel offers a guided walking trail along a marked path. An organized tour to the West Bank that leaves Tel Aviv and Jerusalem is another example of a unique and unusual initiative in Israel that derives from the management’s vision of coexistence with Middle Eastern neighbors. The tour is operated by “Abraham Tours” and is seen as having the potential to advance understanding and peace between people and nations [81,82,83,84,85,86,87]. The tours include visiting sites and towns in the Palestinian territory, becoming acquainted with the lifestyle and culture in Nablus and Jenin or the special dual-narrative tour of Hebron with two tour guides—one Arab and one Jewish, each one telling heritage stories connected to his people in Hebron. In response to the third research question, how management of an urban hospitality chain implements local and regional tours in the running of the guesthouses, the management sees these tours as an expression of the will to be part of the Middle East through exposure to the culture, heritage, and initial cross-border encounters with the Arab population in the Palestinian territories. Tourism excursions to other well-known heritage and nature sites in Israel are also designed differently from usual tours, emphasizing the experiential and dynamic aspects of encountering nature and meeting the expectations of the mostly young backpackers. For example, the one-day tour from Jerusalem to the archaeological heritage site Massada, associated with the myth of historic heroism during the war between the Jews and the Romans 2000 years ago, is combined with a swim in the nearby Dead Sea. This experience of swimming in a lake at the lowest point on earth, surrounded by the sparse Judean desert landscape, in waters high in salts and minerals, is an outstanding experience for participants.

8.1. Discussion about the Study Model Based on Findings a–c

The Model for Implementing Innovations in Urban Hospitality Management

The research findings underscore how management uses innovation and creativity to brand the whole chain so as to realize the vision and values they wished to promote. Implementing a system of sub-positioning, they tailored the vision and values to the distinctive culture of each city—Nazareth, Jerusalem, and Tel Aviv—and to each local community’s nature and traditions. This approach requires management to constantly review their work, renewing and varying their services when necessary and assimilating new ideas pertaining to three prominent aspects: local community, social values, and local and regional tours. Previous studies have addressed the definition and measurement of tourism innovation [52], comparability of innovation levels [66] and the contribution of human resources to the innovation process [26,67]. Although these studies concentrate on tourism services, literature in which experiences provide distinct features of the innovation process in tourism industries is scarce [12,28]. The findings of this study propose to add another dimension to the existing knowledge, namely the role of creativity and innovation in helping the management of an urban hospitality organization to shape the tourist experience. Based on these findings, as analyzed above, this study presents a new and unique model for implementing creativity and innovation in urban hospitality management (see Figure 4). The model aims to reflect the influence of a hospitality organization’s creative and innovative efforts to enhance the tourist experience. To this end, the model describes the connections and the interactions between three aspects—local community-based aspects, social aspects, and local and regional tour aspects—arising from the management’s vision and values in respect to the tourism product and the tourist experience offered by the organization, thus creating a multi-service tourist environment. The arrows in the flow chart of the model (Figure 4) reflect the directions of the causal connections that develop from the stage in which management adopts and implements elements of its innovative hospitality in the process of realizing its vision, values, and ideas. This leads to the tourists’ experience, which can be the product of any or all three aspects under study: community based tourism, social ties, and local or regional tours. The examples of the activities and experiences in each aspect of the model were positioned according to the character and culture of each of the cities. They are products of the findings gathered through observations, in-depth interviews with the managers and guests’ feedback. Such qualitative tools are especially suitable for carrying out a study that deals with data connected to a synthesis of community-social processes that are then turned into part of authentic and special experiences for tourists at the tourist destination. The fact that the research tools strengthened and complemented each other adds to their significance and to the research validity [72,73,74,75].

In the case of Abraham Hostels, the destinations are promoted by adapting the management values to the local narrative and community and the social activity in the hostels is respectful of the traditions of each city. Regarding the third aspect, tourists are encouraged to take part in local and regional tours and in that way get to know the culture and heritage of the society and communities that live in the nearby tourism area.

9. Conclusions

In an era of continuous competition and changes in demand patterns and guest expectations, today’s urban tourism and hospitality require more innovative and creative thought [1,2,11,12], in particular hostel hospitality seeking to create a significant tourist experience [21]. The management of the Abraham Hostels apply their defined vision and values using innovation and creativity [6] to brand the whole chain. An especially interesting finding in this research is the way in which management used sub-positioning to adapt their values to each of the cities in which they operate, Nazareth, Jerusalem, and Tel Aviv, to the specialized sub-culture that characterizes the nature and local traditions of the community [8,64].

Various studies have pointed to the ability of local and regional initiatives to stimulate “bottom up” development and innovation in tourism, and offer an attractive tourism product [1,2,6,9]. At the same time, the present research brings to light a new approach of this phenomenon. This paper examines and analyzes the use of innovation and creativity by the management of an urban hospitality organization, to realize values and vision which are based on sensitivity to the society and community, within the overall desire to provide a meaningful tourist experience [8,64]. The present findings suggest that the management has been successful in each of the three cities in which it operates.

This case study clearly shows that revenue is not the force driving the entrepreneurs and organizational managers of the Abraham Hostels. This is evidenced by their willingness to waive revenue at times: they decline commissions for the sale of tours or tickets to shows because this is contrary to their principles. They at times invest considerable time and effort in society and community undertakings with no financial profit. In addition, they also manifest creativity and innovation when applying their ideas for making touristic experiences meaningful. In their view, positive and significant tourist experiences lead to economic profit by earning positive guest reviews, recommendations, and repeat visits (the Abraham Hostels have earned very good reports and guest feedback and their occupancy rates are high) and, of course, by branding and a highly positive positioning of the organization [6,24,25,27,45,53]. The limitations of this study derive from the fact that it focuses on one hostel chain in Israel. The phenomena under examination should be studied in other chains and in other countries as well.

The Abraham Hostels management constantly revamps and renews its ideas and approach, focusing on the three important and complementary aspects of what they consider to be the ideal tourist experience: local community, the social dimension, and local and regional tours. The model for “implementing innovation in urban hospitality management” (see Figure 4) developed in this study describes the framework of connections and interactions between the various aspects. The process stems from management’s implementation of its vision and the values of its tourism product, which affect the hostel guests’ experience in the various cities. This model may serve as a model for other hospitality organizations that seek to imprint their own vision and values in the tourism product and tourist experience, they offer.