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Exploring the Impact of Virtual Reality Experiences on Tourist Behavior and Perceptions Husni Teja Sukmana; Jong Il Kim
International Journal Research on Metaverse Vol. 1 No. 2 (2024): Regular Issue September 2024
Publisher : Bright Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47738/ijrm.v1i2.8

Abstract

This study explores the impact of virtual reality (VR) experiences on tourist behavior and perceptions, utilizing logistic regression and analysis of variance (ANOVA) to understand these relationships. The logistic regression analysis revealed that VR experience (coefficient = 0.432, p = 0.020) significantly enhances the likelihood of being a tourist. Demographic factors such as gender (coefficient = -0.512, p = 0.018), income (coefficient = -0.301, p = 0.001), and age (coefficient = 0.298, p = 0.003) also play crucial roles: females and higher-income individuals are less likely to be tourists, while older individuals are more likely to travel. ANOVA results indicated significant differences in emotional responses (EMO1: F = 6.40, p = 0.012; EMO2: F = 4.63, p = 0.032; EMO3: F = 7.77, p = 0.006; EMO4: F = 5.77, p = 0.017), flow states (FLOW1: F = 12.21, p = 0.001; FLOW2: F = 20.39, p < 0.001; FLOW3: F = 17.38, p < 0.001; FLOW4: F = 14.52, p < 0.001), and intentions to visit (INT2: F = 7.79, p = 0.006; INT4: F = 4.61, p = 0.032) based on VR experience. These findings suggest that VR significantly influences emotional and cognitive states, fostering engagement, satisfaction, and increased intentions to visit real-world destinations. The results underscore the potential of VR as a powerful tool in tourism marketing, capable of driving tourism interest and behavior. Future research should investigate the long-term effects of VR on tourist behavior and consider cultural and technological advancements to further optimize VR's application in tourism. This study offers actionable insights for tourism marketers to develop targeted, effective, and immersive VR promotional strategies.
Explainable Human AI Decision Intelligence for Executive Strategy Development Using Enterprise Documents and Real-Time Business Signals Husni Teja Sukmana; Dewi Khairani
International Journal for Applied Information Management Vol. 6 No. 3 (2026): Regular Issue: September 2026
Publisher : Bright Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47738/ijaim.v6i3.131

Abstract

The growing complexity of enterprise environments has increased the need for decision intelligence systems that can integrate organizational knowledge, real-time business conditions, and transparent reasoning into executive strategy development. This study proposes an explainable decision intelligence framework that combines enterprise documents, live business signals, contextual retrieval, evidence fusion, strategic prioritization, and traceable explanation generation within a unified architecture. The framework was evaluated through five analytical dimensions covering retrieval quality, contextual fusion, recommendation strength, explainability performance, and executive validation. The results showed that signal-aware retrieval consistently outperformed document-only retrieval across six executive query categories, with Precision@5 increasing from 0.67-0.74 to 0.80-0.86. Growth slowdown achieved the highest retrieval performance at 0.86, followed by operational delay at 0.85 and cost pressure at 0.84. Contextual fusion analysis further indicated strong document-signal alignment in finance and risk domains, with context link strengths of 0.88 and 0.85, respectively, while bundle density reached 14 evidence items in finance and 13 in risk. In the recommendation layer, operational stabilization received the highest strategic priority score at 0.87, followed by cost restructuring at 0.82 and selective expansion at 0.78, showing that the framework could differentiate between corrective, defensive, and growth-oriented strategies according to current business conditions. Explainability results revealed that recommendation logic was distributed across multiple factors, with margin pressure contributing 29% of explanation weight, execution delay 24%, demand instability 18%, risk exposure 15%, and strategic fit 14%, indicating balanced and evidence-grounded reasoning rather than single-factor dominance. Executive validation also produced strong outcomes, with average ratings of 4.8 for decision support, 4.7 for evidence grounding, 4.6 for clarity, 4.5 for trust, and 4.4 for actionability on a five-point scale. These findings demonstrate that the proposed framework improves strategic decision support by linking enterprise memory with live business signals and by presenting prioritized recommendations with transparent evidence trails. The study contributes a practical model for executive strategy development in dynamic enterprise settings, while also extending the literature on explainable AI, enterprise retrieval-augmented intelligence, and decision support system design.