Wokeness in tourism management: Perceptions, attributes, and consequences

Abstract

Recent media articles highlight the rise of wokeness measures in the tourism and hospitality industry. Although the wokeness perspectives of the organization and travelers have been examined in this industry, employee voice has largely been ignored. This study aims to examine the different perceptions, attributes, and consequences of wokeness in the tourism and hospitality industry from the perspective of employees. A longitudinal qualitative research approach was adopted in which data collection was done through three studies conducted over more than two years using the open-ended essay method. Critical race theory (CRT) was used to explain the data. Wokeness is perceived to be a processual phenomenon in which different sources of wokeness and extents of authenticity are present. The consequences of implementing wokeness measures in tourism and hospitality organizations suggest that wokeness can have advantages as well as disadvantages. The study furthers the understanding of wokeness in the tourism and hospitality industry by clearly elucidating the voice of the insiders in an organization – its employees. Wokeness is perceived to be a multi-dimensional phenomenon emanating from internal and external sources, which could be authentic or inauthentic and can have advantages and disadvantages. Management can utilize the insights to consider woke initiatives and practices to improve employee and customer experience.