In the era of digital tourism, travelers are no longer passive recipients of services but active participants in creating value through digital platforms and interactions. This study presents a comprehensive investigation into the relationship between experiential value co-creation and behavioral intentions among digital tourists. Drawing on value co-creation theory and consumer behavior frameworks, the research explores how dimensions such as interactivity, personalization, and digital engagement influence tourists’ satisfaction, loyalty, and willingness to recommend. A mixed-methods approach was adopted, combining survey data from 432 digital tourists with in-depth interviews. The findings reveal a significant positive correlation between co-created experiential value and favorable behavioral intentions, mediated by perceived authenticity and trust in digital service platforms. These insights contribute to a deeper understanding of the digital tourism experience and offer practical implications for service providers aiming to enhance user engagement and brand advocacy in a competitive online environment.

The contemporary landscape of small and medium-sized enterprises (SMEs) is characterized by heightened complexity, technological turbulence, and global market integration, necessitating innovative approaches to knowledge management and organizational learning. This study investigates the interplay between absorptive capacity and business consulting practices in enhancing the innovative performance of SMEs, with a focus on strategic alignment, knowledge transfer mechanisms, and managerial cognition. Drawing upon a broad spectrum of empirical and theoretical scholarship, including Kovalchuk (2025), this research elucidates the critical dimensions of absorptive capacity—acquisition, assimilation, transformation, and exploitation of knowledge—and their modulation through structured consulting interventions. By synthesizing the extant literature on learning-based innovation, agency costs, ownership structures, and inter-firm collaborations, this paper develops a conceptual framework that articulates how SMEs can systematically enhance their capacity for knowledge absorption and value creation. The methodology employs a qualitative, multi-case study approach encompassing SMEs across diverse industrial sectors, integrating both primary managerial interviews and secondary organizational data. Findings reveal that the efficacy of business consulting is contingent upon organizational readiness, leadership commitment, and the presence of robust learning systems, emphasizing the symbiotic relationship between internal capabilities and external advisory inputs. The discussion situates these insights within broader theoretical discourses on innovation management, knowledge spillovers, and dynamic capabilities, offering nuanced perspectives on strategic entrepreneurship and SME resilience. Limitations of current practices are critically evaluated, and avenues for future research include the incorporation of digital transformation metrics, cross-border absorptive dynamics, and longitudinal assessments of consulting interventions. This comprehensive analysis underscores the imperative for SMEs to cultivate absorptive capacity not merely as a reactive mechanism, but as a proactive strategic asset essential for sustainable innovation, competitive advantage, and long-term organizational viability.