Academic journals, analysis of

, 87

Academic research

, 50, 239

in business collaboration and partnerships to develop disruptive business strategy

, 236

Academic study

, 69–70

Accessibility

, 75–76

Accounting industry

, 174

Accounts function

, 174–176

Adaptability

, 180

Additive manufacturing

, 256

Advanced analytics

, 174

Advertising

, 72

truth in advertising/deception

, 71–72

Advertising Standards Authority (ASA)

, 72

Affiliation statistics, influential authors and

, 282

Agility and innovation

, 8–10

AHP

, 41

Airbnb

, 167–168

Algorithmic ethics

, 84

AMP Robotics

, 76–77

Analytical CRM processes

, 269

Analytical technique

, 211

Apple

, 68, 230

Applied Analytics (AA)

, 166

Article extraction and assessment

, 28

Artificial intelligence (AI)

, 3, 7–8, 10, 13, 21–22, 49, 84–85, 127, 140, 171–172, 174–175, 177, 185–186, 194–195, 206–207, 256, 260–261, 276, 284

AI-driven analytics

, 172

AI-driven process automation

, 13

landscape in services and marketing

, 11

transformative potential of

, 147–148

Augmented reality (AR)

, 49, 99, 118, 140, 143, 145, 256

technology

, 143

transformative potential of

, 147–148

Authentic narratives, crafting

, 146

Automated checkout

, 263

Automated technologies

, 166

Automation

, 190–191

capabilities

, 265

of payment processing

, 266

of processes

, 174

Autonomous devices

, 49

Axie Infinity

, 111

Behavioral direction

, 245–246

Beyond 5G wireless networks (B5G wireless networks)

, 196–197

Bibliographic coupling

, 52–53, 123

Bibliometric analysis

, 24–25, 41, 84, 86, 119, 121, 123, 216, 235, 277

co-authorship and citation analysis

, 122

evolution and distribution of publications

, 121

of metaverse research

, 104

research areas originating from

, 126–127

Bibliometric assessment

, 101

Bibliometric coupling

, 121, 123

Bibliometric examination

, 103

Bibliometric review and directions

analysis and results

, 279–285

co-occurrence keywords

, 282–285

common threads explored across studies

, 286–287

country-wise publication

, 280–281

findings

, 286–287

implications

, 287–288

influential authors and affiliation statistics

, 282

leading publishing journals

, 282

limitations and future research

, 288–289

research methodology

, 278–279

scientific publications per year

, 280

Bibliometric software

, 85–86

Bibliometrics analysis

, 100–101

application of

, 101–103

Bibliometrix

, 25

Biblioshiny R studio

, 208–209

Big data

, 195, 256, 264, 276, 284

analytics tools

, 58–59

Biodegradable materials

, 76–77

Blockchain

, 3, 13, 107, 173–174, 194–195, 206

in finance

, 7–8

Blockchain technology (BT)

, 7–8, 10, 196, 264, 266

Bottom-up change management

, 22

Burst keywords, analysis of

, 89–91

Burst literature

analysis of

, 89–91

analysis of burst keywords

, 89–91

analysis of co-citation

, 91–92

analysis of thematic and emerging trends

, 91

Business (es)

, 68, 70, 73, 179

collaboration and partnerships to develop disruptive business strategy academic research

, 236

environment

, 206

performance

, 174, 180

research

, 239

Business model innovation

, 4–6

value capture

, 5–6

value proposition creation

, 4–5

Business strategy

, 244

academic research in business collaboration and partnerships to develop disruptive business strategy

, 236

background

, 231–232

behavioral direction

, 245–246

collaborative focus

, 243–244

disruptive innovation focus

, 242–243

future research directions

, 244–248

knowledge creation direction

, 247–248

research design

, 232–236

resource-based direction

, 247

results

, 236–244

structural direction

, 246–247

structural focus

, 244

theoretical and methodological approaches used in studies

, 236–244

Call center integration

, 266

Cashless payment methods

, 167–168

Centrality

, 34–36

Change

innovation/organization performance in age of

, 214–215, 219

leadership style and adapting to

, 219

Change management

, 38–39

article extraction and assessment

, 28

citation network analysis

, 34–36

cluster analysis

, 36–40

co-citation analysis

, 36

database selection

, 27

framework to develop disruptive innovation strategies and well-being

, 40

future research direction

, 41

implications

, 40–41

keyword co-occurrence analysis

, 32

literature review

, 20–25

management support to handle crisis

, 40

methodology

, 25–28

organizational resources pathway for handling disruptive innovation

, 39

process

, 40–41

research for management of disruptive innovation

, 38–39

research questions

, 29–40

search strategy

, 28

strategy building based on market and competitor’s plan

, 39–40

top cited sources

, 30–31

top contributing authors

, 29

yearly publication trend analysis

, 29–32

Chatbots

, 260–261

ChatGPT tool

, 84

Citation analysis

, 121–122

network analysis

, 34–36

over years

, 104

CiteSpace software

, 86–89, 91, 93–94

citNetExplorer

, 211

Classical ATMs

, 266

Clinical decision support

, 84

Clinical decision support system (CDSS)

, 89–90

Cloud

, 256

Cloud computing

, 7–8, 10, 194–195, 206

Cluster analysis

, 36, 38–41, 89, 235

Clustering results

, 89

Co-author analysis

, 120

Co-authorship

, 122

evaluating level of

, 120–121

Co-citation analysis

, 32, 36, 91–92

of articles

, 211

Co-occurrence keywords

, 282–285

Co-word analysis

, 120

Co-word networks, analysis of

, 88–89

Coca-Cola

, 111

Collaborative arrangements

, 232, 241–242

Collaborative disruptive innovation

, 240

Collaborative focus

, 243–244

Collaborative innovation

, 231–232

Communication

, 20

protocols

, 171

sector

, 196–197

Communicative robots

, 57

Community involvement

, 144–145

Companies

, 180–181

Competitive advantage, leveraging technology for

, 143–144

Competitive pressure

, 78

Competitor’s plan, strategy building based on

, 39–40

Compound annual growth rate (CAGR)

, 171

Consumer awareness

, 78

Content marketing in heritage tourism, role of

, 146

Context-sensitive empirical research

, 24

Coopetition

, 232, 243–244

Core authors, analysis of

, 87–88

Core business theories

, 127

Corporate ethical code

, 79

Corporate Social Responsibility (CSR)

, 214, 219

Correspondence analysis method

, 211–212

Cost structure innovation

, 3

Country-wise publication analysis

, 52–53

COVID-19 pandemic

, 84, 89–90, 127, 129, 191

Cultural festivals

, 140–141

Cultural preservation

, 145

Cultural sensitivity

, 148

Cultural tourism, sustainability imperative in

, 147

Customer centricity

, 8–10

in digital age

, 10

Customer experience

, 4

Customer Relationship Management (CRM)

, 125

Cutting-edge technology

, 57

Dark patterns

, 73–74

Data as strategic asset for heritage tourism

, 142–143

Data collection

, 86, 209

Data in heritage tourism

, 148–149

Data mining techniques

, 264

Data reduction technique

, 211–212

Data-gathering methods

, 72–73

Database selection

, 27

Data–driven marketing and promotion

, 146–147

Decision-making process

, 89–90, 180, 193–194, 207, 214

DEMATEL

, 41

Design marketing

ethical concerns in design marketing and research propositions

, 71–78

growth in ethics in

, 69–70

Design thinking

, 34–36

Designers

, 75–77

Digital age

, 69–70

celebrating heritage in

, 144–145

Digital assistance systems

, 84

Digital enigma

accessibility

, 75–76

competitive pressure, consumer awareness, and regulatory environment as moderators

, 78

ethical concerns in design marketing and research propositions

, 71–78

growth in ethics in design marketing

, 69–70

key aspects among ethics in design marketing

, 70

manipulation

, 73–74

methodology

, 69

privacy

, 72–73

representation and diversity

, 74–75

social responsibility

, 77

sustainability

, 76–77

truth in advertising/deception

, 71–72

Digital health

, 91

Digital innovations

, 143–144

Digital landscape in services and marketing

, 11

Digital marketing

, 142–143

Digital nomadism

, 8–10

Digital operation

, 175

Digital preservation strategies

, 144

Digital technologies

, 177, 191–192

Digital transformation

, 6–7, 194

in healthcare

, 191

Digital Transformation Evaluation Model (DTEM)

, 208

Digital twins

, 147–148

Digitization

, 179

Disruption

, 8, 10, 20, 48, 165, 167, 185–186

Disruptive breakthroughs

, 174

Disruptive business

academic research in business collaboration and partnerships to develop

, 236

collaboration

, 231–232, 236–237

model innovation perspective

, 187–188

strategies

, 2–3, 6–7, 10, 231–232, 241–242

Disruptive collaboration

, 239–240

Disruptive collaborative arrangements

, 230–231, 241

Disruptive developments

, 164

Disruptive innovations

, 11, 20, 32, 48, 164–165, 186–187, 232, 240, 248

accounts function

, 174–176

analysis

, 50–53

articles publication per year

, 50–52

businesses

, 180

challenges in RPA adoption

, 176

concept

, 187, 189

country-wise publication analysis

, 52–53

focus

, 242–243

framework to develop disruptive innovation strategies

, 40

future research directions

, 58–59

HR

, 176–178

methodology

, 50

methods-innovation review

, 167–173

negative impact of

, 178

objectives

, 164–165

organizational resources pathway for handling

, 39

research for management of

, 38–39

research objectives

, 49

research questions

, 49

results

, 173–178

technological disruptions in hospitality industry

, 54–56

technology disruption in hospitality industry

, 49–50

theory and literature review background

, 165–166

trends and challenges

, 57

word cloud analysis

, 53

Disruptive product technologies

, 164

Disruptive technologies

, 1–2, 6–7, 57, 173, 177–178, 186, 190–191, 219, 230, 244, 256

business model innovation

, 4–6

contribution of volume

, 10–13

disruptive business strategies

, 2–3

disruptive innovation and technology

, 188

disruptive innovations and market transformation

, 11

disruptive vs. sustaining technology

, 188–189

dynamic capabilities

, 3–4

evolving digital and AI landscape in services and marketing

, 11

key disruptive business strategies

, 8–10

key disruptive technologies

, 6–8

key elements of disruptive technology in literature

, 189

methodology

, 189–190

overview of smart technologies and services

, 12–13

sector-specific technological disruptions

, 12

strategic perspectives in business and technology

, 12

theory

, 186–189

Diverse cultural and historical assets in heritage tourism

, 140–141

Diversity

, 74–75

Drones

, 186

Drug development

, 84

“Dynamic capabilities” model

, 3–4, 22

Dynamic landscape of heritage tourism

, 144

Dynamism of technological change

, 206

E-commerce

, 266

E-health

, 89–90

Education sector

, 192–193

Embedding technologies

, 260–261

Emerging technologies

, 174

Emotional values

, 129

End-to-end visibility

, 262

Enterprises

, 180

Entrepreneurial-oriented leaders

, 212–214

Environmental sensing

, 262

Ethical Advertising and Marketing Alliance (EAMA)

, 79

Ethical concerns

, 178

Ethical considerations in AI applications

, 11

Ethical design

, 75

Ethical evaluation of marketing

, 68–69

Ethical Marketing Forum (EMF)

, 79

Ethics in design marketing, growth in

, 69–70

Exclusion criterion

, 278

Expansion phase

, 5

Exploration phase

, 5

Extraction process

, 28

Fear of missing out (FOMO)

, 74

Federal Trade Commission (FTC)

, 72

Fifth generation wireless networks (5G wireless networks)

, 196–197

Financial sector

, 194–195

Financial services

, 266–267

Fintech

, 22–23

5G

technologies

, 7–8, 10

transformative potential of

, 147–148

Formalized collaborations

, 239–240

Fortnite

, 111

Fourth Industrial Revolution

, 276–277

FUZZY-AHP

, 41

Gephi

, 25

Global network coopetition (GNC)

, 240, 244

Globalization

, 230

Google

, 230

Guest experience customization

, 265

Health management

, 84

Health sector

, 191–192

Healthcare

, 263–264

informatics

, 84

and medicine

, 87

Heritage in digital age, celebrating

, 144–145

Heritage tourism

, 138, 140, 143, 151–152, 154

data, technology, and sustainability triad in

, 148–149

data as strategic asset for

, 142–143

in data-driven world

, 138

diverse cultural and historical assets in

, 140–141

elevation

, 149–151

fostering collaboration and innovation

, 149–151

heritage tourism 2. 0

, 147–148

key to SCA in

, 145

navigating uncharted territory

, 151

practical recommendations to enhance tourism

, 150

research horizons in

, 151

SCA in

, 141–142

storytelling and content marketing in

, 146

sustainable practices in

, 147

High-resolution imaging

, 144–145

Hiring process

, 178

HistCite software

, 86, 93–94, 211

Historical tourism (see Heritage tourism)

Hospitality

, 170, 264, 266

industry

, 48–50, 118–119, 127, 186

sector

, 193–194

services concept

, 264

technology disruption in

, 49–50, 54, 56

HouseTrip

, 167–168

Human capital

, 215

Human resource management (HRM)

, 91

Human resources (HR)

, 176, 178, 260–261

Human–robot interaction (HRI)

, 57

Inclusion criteria

, 209, 233

India

, 108

Indigenous cultural tourism

, 140–141

Information and communications technology (ICT)

, 34, 36, 49

Information technology (IT)

, 22–23, 49

Information-gathering phenomenon

, 276–277

Infrastructure as a Service (IaaS)

, 8–10

Innovations

, 20–21, 48, 50, 167, 218

and agility in service delivery

, 8–10

collaborations

, 230, 248

performance in age of change

, 214–215, 219

Innovators

, 164

Institutional theory

, 242

Intelligent machine systems

, 53–54

International Symbol of Access, The

, 75

Internet of Things (IoT)

, 3, 7–8, 10, 49, 79, 147–148, 170–171, 186, 194–195, 206, 276–277

applications

, 280

context

, 256

Interoperability and integration challenges

, 267–268

Key disruptive business strategies

, 8–10

Key risk indicators (KRIs)

, 175

Keyword analysis

, 106–107

Keyword co-occurrence analysis

, 32

Kiosk technologies

, 127

Knowledge creation direction

, 247–248

Knowledge-based view (KBV)

, 242

Knowledge-sharing mechanisms

, 242

Leaders

, 221–222

Leadership

, 22

development amid technological change

, 215–216, 220, 222

implications for practice

, 220–222

practices

, 220–221

style and adapting to change

, 212, 214, 219

Lens platform

, 233

Leveraging technology for competitive advantage

, 143–144

Literature review

, 49

medical AI research

, 85

methodology

, 257

Local artisans

, 138

Local citations (LCS)

, 91

Log-likelihood algorithm (LLR algorithm)

, 89

Logistics

, 262

Low-end disruptive strategies

, 167

Machine Learning (ML)

, 7–8, 207, 256, 276

Management support to handle crisis

, 40

Manipulation

, 73–74

Market

re-segmentation

, 3

strategy building based on

, 39–40

transformation

, 11

Marketers

, 71–72, 75–77

Marketing

, 75, 277–279

industry

, 74

projects

, 77

tactics

, 76

Medical AI

, 84

analysis of academic journals

, 87

analysis of amount of publications

, 86–87

analysis of burst literature

, 89–91

analysis of co-word networks

, 88–89

analysis of core authors

, 87–88

data collection

, 86

findings

, 92–93

implications

, 93–94

limitations and directions of research

, 94

literature review

, 85

method

, 85–86

research

, 85, 87, 93–94

research instrument

, 85–86

results

, 86–92

Medical imaging

, 84

Medical robotics

, 84

Medical services and treatment

, 100

Medical treatment

, 84, 87

Meta-analysis

, 25

Metaverse marketing

, 107

application of bibliometrics analysis

, 101–103

applications of metaverse

, 99–100

bibliometrics analysis

, 100–101

citations analysis over years

, 104

future of

, 111

importance of metaverse

, 98–99

keyword analysis

, 106–107

metaverse marketing

, 107

publications over years

, 104

research methodology

, 103–108

review of literature

, 100–103

top cited articles in metaverse

, 104–106

top cited articles on metaverse in business, accounting, decisions, and social sciences

, 105

top contributing authors

, 107–108

top contributing countries

, 108–109

top contributing institutions

, 107–108

Methods-innovation review

, 167–173

AI

, 171–172

blockchain

, 173

IoT

, 170–171

new business models

, 167–170

3D printing

, 172–173

trends of disruptive innovation

, 168

Minecraft

, 111

Mixed reality

, 108

Mobile apps

, 143

Mobile devices

, 193–194

Mobility as a Service

, 195–196

Moral standards

, 73–74

Multidimensional scaling-MDS

, 211–212

Multinational corporations

, 165–166

Multiple correspondence analysis (MCA)

, 211–212, 235

Network analysis

, 32, 211–212

co-citation analysis of articles

, 211

thematic analysis s

, 211–212

Networks

, 236–237, 240

New business models

, 167–170

strategies

, 48–49

New product development (NPD)

, 207

Nike

, 111

Nonfungible tokens (NFT)

, 266

Noninvasive scanning techniques

, 144–145

OLA

, 167–168

Omnichannel service delivery

, 256

Online analytical processing (OLAP)

, 264

Online booking platforms

, 118

Organization performance in age of change

, 214–215, 219

Organizational adaptability

, 219

Organizational ambidexterity

, 22

Organizational culture

, 165–166

Organizational resources pathway for handling disruptive innovation

, 39

Organizations

, 217–218, 221–222

Pajek

, 25

Personalized marketing

, 146

Planning, organizing, writing, embedding, and reflecting (POWER)

, 50

PlasticRoad (Company)

, 76–77

Platform as a Service (PaaS)

, 8–10

Platform models

, 8–10

Post-traumatic stress disorder (PTSD)

, 89–90

Precision medicine

, 84

Predictive algorithms

, 207

Predictive analytics

, 176

Predictive modeling

, 172, 194–195

Preferred Reporting Items for Systematic Reviews and Meta-Analysis protocol (PRISMA protocol)

, 50

approach

, 41

flowchart selection process

, 233

framework

, 231, 233, 248

guidelines

, 25–27

Privacy

, 72–73

Process automation

, 259

Prototyping process

, 172–173

Quantitative approach

, 93–94

Quantitative tools

, 41

R Studio

, 211

R-squared value

, 86–87

Radio-frequency identification-based logistics perspective (RFID-based logistics perspective)

, 256

Re-engineered automated business processes

, 268

Regulatory environment as moderators

, 78

Regulatory frameworks

, 144–145

Reinforcement phase

, 5

Relational capital concept

, 240

Relational techniques

, 25, 119

Remote patient monitoring

, 264

Remote work

, 8–10

Research

, 22

Research and development (R&D)

, 287

Research areas originating from bibliometric analysis

, 126–127

Research design

, 232–236

methods

, 233–236

search strategy

, 233

Research horizons in heritage tourism and SCA

, 151

Research hotspots

, 84

Research instrument

, 85–86

Research methodology

, 138, 140, 278–279

Resource Dependence Theory (RDT)

, 241

Resource-based direction

, 247

Resource-based view (RBV)

, 241–242

Responsibility rules

, 72

Retail

, 263

Review techniques

, 25

Ride-sharing applications

, 167–168

Robo-advisers

, 194–195

Robot

, 89–90

Robotic process automation (RPA)

, 174–175, 177–179

challenges in RPA adoption

, 176

gain

, 177

Robotics

, 256

Samsung

, 111

Sankey diagram

, 31–32

Scholars

, 24–25

Science mapping analysis tools

, 208–209

Scoping review

, 190

Scopus database

, 27, 50, 209, 218–219, 278

Screening process

, 41

Search strategy

, 28, 233

Sector-based applications

, 262–267

Sector-specific technological disruptions

, 12

Security

, 13

Segmentation

, 146

Self-service

, 263

Self–Service Technology (SST)

, 118, 126

bibliometric analysis

, 121–123

bibliometric coupling

, 121, 123

context

, 128

data collection

, 120

evaluating level of co-authorship

, 120–121

findings

, 121–126

future research areas

, 126–128

future research areas originating from TCCM analysis

, 127–128

methodology

, 119, 121, 128

research

, 126–129

research areas originating from bibliometric analysis

, 126–127

TCCM analysis

, 124–126

theory

, 127

tracking evolution of SST research

, 120

usage

, 118–119, 125–126

variable

, 128

Semantic analysis

, 32

Sensor technologies

, 171

Sensor-based smart technologies

, 256

Service concept

, 257

Service delivery concepts

, 259–260

Service encounter concepts

, 259–260

Service industries

, 170

Service level agreements (SLAs)

, 267–268

Service sector

, 256

smart technologies as enabler of

, 259–261

Service systems

, 256–257

Services sector

, 190, 197

Signal

, 72–73

Simulation

, 256

Skills and training for digital transformation

, 23–24

Small and medium enterprises (SMEs)

, 285

Smart beds

, 263–264

Smart contracts

, 174

Smart devices

, 263–264

Smart environments

, 49

Smart fleet management

, 262

Smart hospitality

, 193

Smart logistics

, 262

Smart service systems, challenges for implementing

, 267–268

Smart technologies

, 197

challenges for implementing smart service systems

, 267–268

financial services

, 266–267

future research agenda

, 269–270

health care

, 263–264

hospitality

, 264–266

methodology

, 257

retail

, 263

sector-based applications

, 262–267

in service systems

, 12–13

smart technologies as enabler of service sector

, 259–261

technologies involved, applications, and benefits for major service sectors

, 258

transportation and logistics

, 262

Smart tourism

, 193

Smart traceability systems

, 264

Smart watches

, 263–264

Social capital in technological disruption

, 215, 219–220

Social contract theory

, 242

Social exchange theory

, 125

Social media

, 285

Social responsibility

, 77

Social robots

, 57

Social Sciences Citation Index core databases

, 86

Social theories

, 127

Software as a Service (SaaS)

, 8–10

Stakeholders, practical recommendations for

, 149–151

Storytelling in heritage tourism, role of

, 146

Strategic alignment in smart ecosystems

, 206

Strategic leaders

, 206

Strategic leadership

, 206

analytical technique

, 211

conceptual background

, 208

inclusion criteria

, 209

innovation/organization performance in age of change

, 214–215, 219

leadership development amid technological change

, 215–216, 220, 222

leadership style and adapting to change

, 212, 214, 219

limitations and future research directions

, 218–222

network analysis

, 211–212

results

, 211–216

review methodology

, 208–209

search terms

, 209

social capital’s role in technological disruption

, 215, 219–220

upper echelons, CSR, and influence of technological change

, 214, 219

Strategy building based on market and competitor’s plan

, 39–40

Structural direction

, 246–247

Structural focus

, 244

Structural Holes Theory

, 246

Structures equation modeling

, 126

Subscription/Service-as-a-Model (SaaM)

, 8–10

Subsectors

communication sector

, 196–197

education sector

, 192–193

financial sector

, 194–195

health sector

, 191–192

review of

, 190–197

tourism and hospitality sector

, 193–194

transport sector

, 195–196

Supply chain (SC)

, 256

Sustainability

, 76–77, 153

imperative in cultural tourism

, 147

triad in heritage tourism

, 148–149

Sustainable competitive advantage (SCA)

, 140

celebrating heritage in digital age

, 144–145

competing interest

, 155

crafting authentic narratives

, 146

data as strategic asset for heritage tourism

, 142–143

data availability

, 155

data-driven marketing and promotion

, 146–147

diverse cultural and historical assets in heritage tourism

, 140–141

elevating heritage tourism

, 149–151

forging

, 148–149

funding statement

, 155

future research scope

, 154

in heritage tourism

, 141–142

heritage tourism 2.0

, 147–148

heritage tourism in data-driven world

, 138

leveraging technology for competitive advantage

, 143–144

research horizons in

, 151

research methodology

, 138–140

results

, 151–154

safeguarding culture

, 145

static and ever-changing factors in heritage tourism

, 152

sustaining past for future

, 147

Sustainable conservation practices

, 144–145

Sustainable innovation management

, 34–36

Sustainable practices in heritage tourism

, 147

preserving our heritage

, 147

Sustainable tourism, data and technology shape

, 144–145

Sustaining technology

, 188–189

Systematic literature review (SLR)

, 25, 138, 190

Systematic review

, 231

Tag cloud

, 53

Technological advancements

, 206, 220, 230

Technological change, upper echelons, CSR, and influence of

, 214, 219

Technological disruptions

, 57–58, 230

in hospitality industry

, 54–56

literature review

, 186–190

review of subsectors

, 190–197

scope for future studies

, 198

social capital’s role in

, 215, 219–220

theory of disruptive technology

, 186–189

Technological innovation

, 216

Technological transformation

, 270

Technology acceptance model

, 127

Technology disruption in hospitality industry

, 49–50

Technology in heritage tourism

, 148–149

Technology readiness index

, 118–119

Technology-based transformation

, 256

Technology-supported self-service

, 259–260

Telehealth

, 191

Telematics

, 194–195

Telemedicine

, 192

Thematic analysis

, 211–212

Theory, Context, Characteristics, Methodology-based analysis (TCCM-based analysis)

, 119

analysis

, 124–126

characteristics

, 125–126

context

, 125

framework

, 119

future research areas originating from

, 127–128

methodology

, 126

theories

, 124–125

3D printing

, 172–173

Three-field plot diagram

, 31–32

Top-down change management

, 22

Total link strength (TLS)

, 32

Tourism

, 118–119, 127, 193–194

businesses

, 49

experience

, 144–145

industry

, 50, 138

Traditional business school model

, 179

Traditional linear business models

, 8–10

Traditional manufacturing epoch

, 50

Transaction Cost Economics (TCE)

, 237–239

Transformation

, 178–179

Transformational leadership style

, 212–214

Transport industry

, 186

Transport sector

, 195–196

Transportation

, 262

Transportation as a Service

, 195–196

Trendline formula

, 86–87

Two-mode network analysis

, 235

Uber

, 167–168, 195–196

Uncharted territory navigation

, 151

Uniform Partnership Act (UPA)

, 230

Upper Echelon theory

, 208, 214, 219

Value capture

, 5–6

Value proposition creation

, 4–5

Vatican Museums in Vatican City, The

, 144

Virtual Cultural Exchange

, 147–148

Virtual exchange

, 100

Virtual reality (VR)

, 99, 118, 141–143, 256

Visualization tools

, 25, 86

Volatile, uncertain, complex, and ambiguous business condition (VUCA business condition)

, 2695

VOSviewer software version 1.6.19.0

, 278–279

Wearable devices

, 266

Weighted adjacency matrix

, 236

Well-being, framework to develop

, 40

Word cloud analysis

, 53

World Heritage Sites

, 140–141

Xbox Adaptive Controller

, 75–76

Yearly publication trend analysis

, 29–32