COVID-19: Any Future Perspectives for Tourism in Italy?


  • Valeria Cocco Università di Roma La Sapienza



tourism, pandemic, domestic tourism, high quality education, digital experience


The pandemic has strongly marked the Italian territory and had had consequences in the healthy sphere, as it is clear, and also in the social and economic fabric of the countries. The lockdown, the adoption of health safety measures and the closure of borders had immediate consequences in economies and territories. Thus, the health emergency became also a tourism and socio-economic issue. In particular, in Italy, tourism has been one of the pillars of the economic system, and certainly the impact of COVID-19 on the national tourism market has been dramatic. The tourism crisis highlighted some of the rooted tourist issues in Italy, involving, in particular, the tourist management of territories. In order to restart the design of a healthy tourism system, capable of promoting the survival of tourism and territories, had to be considered as necessary elements to restart Italian tourism such as the role of high education for quality tourism, the design of a hybrid offer to favor the development of domestic tourism and the exploration of the digital and technological field as a support tool for territorial, tourism and communication policies.


Aa.Vv. (2019). Turismo in Italia: numeri e potenziale di sviluppo, Questioni di Economia e Finanza (Occasional Papers). Jul. 2019, n. 505, Banca d’Italia.

Aaker, D., and Aaker, J. L. (2016). What Are Your Signature Stories?, California Management Review. 58(3), 49-65.

Archer, B. (1978). Domestic tourism as a development factor. Annals of tourism research. 5(1), 126-141.

Buhalis, D. (2000). Marketing the competitive destination of the future, Tourism Management. 21(1), 97-116.

Fondazione per la Sussidiarietà & CRISP (2019). Configurazione occupazionale del comparto alberghiero nel turismo leisure in Italia, Centro Servizi Editoriali Srl Mestre-Venezia.

Ferri, M. A. (2016). La competitività delle strutture ricettive di Roma dalle condizioni di contesto a nuove progettualità. In A. Celant, M. Misischia (Eds.), Il turismo a Roma. Per crescere tutti. Per crescere assieme (pp. 81-90). Roma, Marchesi Editore.

Gelter, H. (2017). Digital Tourism. An analysis of digital trends in tourism and customer digital mobile behavior, Visit Arctic Europe project.

Gilmore, J. H., and Pine, B. J. (2000). Markets of one: Creating customer-unique value through mass customization. Boston, Harvard Business School Press.

McCabe, S., and Foster, C. (2006). The role and function of narrative in tourist interaction. Journal of Tourism and Cultural Change, 4(3), 194-215.

Prentice, R.C., Witt, S.F. and Hamer, C. (1998). Tourism as an experience: The case of heritage parks. Annals of Tourism Research, 25(1), 1-24.

Rispoli, M., and Tamma, M. (1995). Risposte strategiche alla complessità: le forme di offerta dei prodotti alberghieri. Torino, Giappichelli.

Tamma, M. (2002). Destination management: gestire prodotti e sistemi locali di offerta. In M. Franch (Ed.), Destination management. Governare il turismo tra locale e globale (pp. 11-38). Torino, Giappichelli.

Valdani, E., and Guenzi, P. (1998). Il marketing nei parchi tematici. Un modello di gestione per le imprese dell’entertainment. Milano, Egea.




How to Cite

Cocco, V. (2020). COVID-19: Any Future Perspectives for Tourism in Italy?. Almatourism - Journal of Tourism, Culture and Territorial Development, 11(22), 61–74.