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Cities and the tourism industry are closely related. Cities are destinations that serve for the welfare of the people and the tourists visiting the city. The tourism sector, on the other hand, uses the environmental and sociocultural resources of the cities, ensures that these resources are transferred to the future by protecting them, and contributes to the economic development of the cities by creating employment. Several urban models have been created within this framework to make urban tourism viable. Eco-city tourism is one of these urban design concepts. Eco-city tourism aims to protect cities from sociocultural, economic, and environmental factors while promoting their growth. Eco-city tourism, which includes a number of practices such as prevention of pollution, protection of biological diversity, consumption of renewable energy, production of local products, employment, and protection of cultural values, is easily implement in cities in an integrated manner with smart technological systems. Smart building and smart energy systems for energy saving, mobile applications, Wi-Fi, big data, Internet of Things (IoT), and cloud computing are among the smart technological systems used in the tourism sector.

Another Christmas month is upon us, following it seems quickly on others that have been. Such is the relativity of Time, it is not yesteryear, but could be yester‐month or even yester‐week. The seasons pass like youth, all too soon. Our minds return to other Christmas months of yore — “Memories are like Christmas roses!”, the old saying goes. The children, singing much‐loved hymns and carols, happy family settings, a birth, christening, so much to look forward to in the new year. There are not always such happy memories, but memories just the same — Christmas in war‐time, Earth's joys growing dimmer each year, change and decay, life drawing to a close for many a soul; old folk tend to see Christmas as a time of passing, of leaving the world behind.

Reports on interviews held with management at six factories in the UK, which had received awards for their manufacturing excellence, which aimed to discuss the TQM initiatives and, in particular, to gauge the degree and nature of the management commitment required to make these successful. Uncovers, from the results, an indication of the emphasis that managers must place on becoming personally involved if TQM is to be successful. Identifies four common dimensions of management commitment in the approaches seen across the six factories: the time and effort invested, emphasis on clear goals and organizations, management’s manufacturing expertise, and a strong focus on employees (training and teamwork). Concludes that although the findings are based on only six cases, the topic of commitment is an important one, with significant implications for management and it is also an area which is ripe for further, detailed investigation.

This chapter describes a student team project that involves the creation and delivery of a fundraising event business plan for a nonprofit organization. The project challenges students to become active learners and apply managerial accounting concepts associated with cost behavior, planning, and control in a realistic environment that sensitizes them to the missions of nonprofit organizations. It requires students to research and use real-world operational and financial information in a setting to which they can relate, and develops their understanding of how various business disciplines are integrated. We have used the project in introductory managerial and intermediate cost accounting courses to target specific core competencies identified as critical to a successful accounting career by the American Institute of Certified Public Accountants (AICPA).