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On April 14, 2025, Blue Origin launched six womenAisha Bowe, Amanda Nguyn, Gayle King, Katy Perry, Kerianne Flynn and Lauren Sánchezon a suborbital journey to the edge of space. The headlines called it a historic moment for women in space. But as a tourism educator, I pausednot because I questioned their experience, but because I questioned the language. Were they astronauts or space tourists? The distinction mattersnot just for accuracy, but for understanding how experience, symbolism and motivation shape travel today. In tourism studies, my colleagues and I often ask what motivates travel and makes it a meaningful experience. These women crossed a boundary by leaving Earths surface. But they also stepped into a controversy about a symbolic one: the blurred line between astronaut and tourist, between scientific achievement and curated experience. This flight wasnt just about the altitude they flew toit was about what it meant. As commercial space travel becomes more accessible to civilians, more people are joining spaceflights not as scientists or mission specialists, but as invited guests or paying participants. The line between astronaut and space tourist is becoming increasingly blurred. In my own work, I explore how travelers find meaning in the way their journeys are framed. A tourism studies perspective can help unpack how experiences like the Blue Origin flight are designed, marketed and ultimately understood by travelers and the tourism industry. So, were these passengers astronauts? Not in the traditional sense. They werent selected through NASAs rigorous training protocols, nor were they conducting research or exploration in orbit. Instead, they belong to a new category: space tourists. These are participants in a crafted, symbolic journey that reflects how commercial spaceflight is redefining what it means to go to space. Space tourism as a niche market Space tourism has its origins in 1986 with the launch of the Mir space station, which later became the first orbital platform to host nonprofessional astronauts. In the 1990s and early 2000s, Mir and its successor, the International Space Station, welcomed a handful of privately funded civilian guestsmost notably U.S. businessman Dennis Tito in 2001, often cited as the first space tourist. Space tourism has since evolved into a niche market selling brief encounters to the edge of Earths atmosphere. While passengers on the NS-31 flight did not purchase their seats, the experience mirrors those sold by commercial space tourism providers such as Virgin Galactic. Like other forms of niche tourismwellness retreats, heritage trails or extreme adventuresspace travel appeals to those drawn to novelty, exclusivity and status, regardless of whether they purchased the ticket. These suborbital flights may last just minutes, but they offer something far more lasting: prestige, personal storytelling and the feeling of participating in something rare. Space tourism sells the experience of being somewhere few have visited, not the destination itself. For many, even a 10-minute flight can fulfill a deeply personal milestone. Tourist motivation and space tourisms evolution The push-and-pull theory in tourism studies helps explain why people might want to pursue space travel. Push factorsinternal desires such as curiosity, an urge to escape or an eagerness to gain famespark interest. Pull factorsexternal elements such as wishing to see the view of Earth from above or experience the sensation of weightlessnessenhance the appeal. Space tourism taps into both. Its fueled by the internal drive to do something extraordinary and the external attraction of a highly choreographed, emotional experience. These flights are often brandednot necessarily with flashy logos, but through storytelling and design choices that make the experience feel iconic. For example, while the New Shepard rocket the women traveled in doesnt carry a separate emblem, it features the companys name, Blue Origin, in bold letters along the side. Passengers wear personalized flight suits, pose for preflight photos and receive mission patches or certificates, all designed to echo the rituals of professional space missions. Whats being sold is an astronaut-for-a-day experience: emotionally powerful, visually compelling and rich with symbolism. But under tourism classifications, these travelers are space touristsparticipants in a curated, short-duration excursion. Representation and marketing experience The image from the Blue Origin flight of six women boarding a rocket was framed as a symbolic victorya girl-power moment designed for visibility and celebrationbut it was also carefully curated. This wasnt the first time women entered space. Since its inception, NASA has selected 61 women as astronaut candidates, many of them making groundbreaking contributions to space science and exploration. Sally Ride, Mae Jemison, Christina Koch and Jessica Meir not only entered spacethey trained as astronauts and contributed significantly to science, engineering and long-duration missions. Their journeys marked historic achievements in space exploration rather than curated moments in tourism. Recognizing their legacy is important as commercial spaceflight creates new kinds of unique, tailored experiences, ones shaped more by media performance than by scientific milestones. The Blue Origin flight was not a scientific mission but rather was framed as a symbolic event. In tourism, companies, marketers and media outlets often create these performances to maximize their visibility. SpaceX has taken a similar approach with its Inspiration4 mission, turning a private orbital flight into a global media event complete wit a Netflix documentary and emotional storytelling. The Blue Origin flight sold a feeling of progress while blending the roles between astronaut and guest. For Blue Origin, the symbolic value was significant. By launching the first all-female crew into suborbital space, the company was able to claim a historic milestoneone that aligned them with inclusionwithout the cost, complexity or risk associated with a scientific mission. In doing so, they generated enormous media attention. Tourism education and media literacy In todays world, space travel is all about the story that gets told about the flight. From curated visuals to social media posts and press coverage, much of the experiences meaning is shaped by marketing and media. Understanding that process mattersnot just for scholars or industry insiders, but for members of the public, who follow these trips through the narratives produced by the companies marketing teams and media outlets. Another theory in tourism studies describes how destinations evolve over timefrom exploration, to development, to mass adoption. Many forms of tourism begin in an exploration phase, accessible only to the wealthy or well connected. For example, the Grand Tour of Europe was once a rite of passage for aristocrats. Its legacy helped shape and develop modern travel. Right now, space tourism is in the exploration stage. Its expensive, exclusive and available only to a few. Theres limited infrastructure to support it, and companies are still experimenting with what the experience should look like. This isnt mass tourism yet, its more like a high-profile playground for early adopters, drawing media attention and curiosity with every launch. Advances in technology, economic shifts and changing cultural norms can increase access to unique destinations that start as out of bounds to a majority of tourists. Space tourism could be the next to evolve this way in the tourism industry. How its framed nowwho gets to go, how the participants are labeled and how their stories are toldwill set the tone moving forward. Understanding these trips helps people see how society packages and sells an inspirational experience long before most people can afford to join the journey. Betsy Pudliner is an associate professor of hospitality and technology innovation at the University of Wisconsin-Stout. This article is republished from The Conversation under a Creative Commons license. Read the original article.
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E-Commerce
Americans largely agree that women have made significant gains in the workplace over the past two decades. But what about men? While many Americans believe women are thriving, over half believe mens progress has stalled or even reversed. To make matters more complex, recent research has revealed a massive divide along gender and partisan lines. The majority of Republican men think full gender equity in America has been achieved, while the majority of Democratic women think theres still work to be done. As researchers at the Rutgers Center for Women in Business, we think this divide matters a lot. And for business leaders, this gap isnt just a social or political issue. Its a leadership challenge with direct implications for team cohesion and morale. If gender equity efforts are seen by some employees as a loss rather than a collective gain, leaders risk inadvertently entrenching division. When equity feels like a loss Efforts to advance gender equity often come with the reassurance that equality isnt a zero-sum gamethat womens advancement need not come at mens expense. Data backs this up, showing, for example, that having gender-diverse executive teams can boost company profits by as much as 21%. Yet workers perceptions of gender equity efforts tell another story. For example, 61% of Americans believe changing gender norms have made it easier for women to be successful at work, but only 36% say the same for men. Whats more, 61% of men think women have equal job opportunities, but only 33% of women believe the same thing. These differences reveal an important truth: Perception, not policy alone, shapes how equity efforts are received. Involving men in the equity conversation Research suggests men and women associate power with different psychological outcomes. Men are more likely to associate power with control, while for women, power is more often linked to a feeling of freedom. As a result, efforts to share power may feel more liberating to women but destabilizing to menparticularly to those already in power. But this doesnt mean ones gain needs to come at anothers expensejust that people make sense of change through the lens of their own identities and experiences. When men perceive progress for women as a threat to their status or opportunity, resistance grows, even in the face of data suggesting otherwise. This cycle becomes especially difficult to break because it requires challenging ones own beliefs, which isnt always easy. This is why learning about others experiences is so useful. For example, a man and a woman might be equally ambitious and capable, but perhaps only one of them experiences being routinely interrupted in meetings. These differences in personal history and lived experience shape how work environments are interpreted and therefore navigated. Understanding this diversity of perspectives and discussing lived experiences can help gender equity efforts become more effective. Building a truly equitable future requires acknowledging that feelings about efforts required to reach that future may differ widely. With that in mind, here are some best practices for leaders to consider as they navigate the changing landscape. Preparing for differences in perspective Avoid zero-sum thinking. If men think gender equity efforts will erode their opportunities or diminish their own power, theyll disengage. Leaders should instead frame equity as essential to team and business successand ground conversations in metrics that show how inclusion drives outcomes. Know that the stakes may vary. Women may see gender equity as a matter of justice or even survival, and when stakes are existential, compromise can be difficult. At the same time, they may experience organizational progress toward gender equity as a personal win. Publicizing these changes and their mutually beneficial gains can help to create a more cohesive team where everyone can thrive. Be aware that different clocks are ticking. Some men may view change as happening too quickly, destabilizing established norms. Women, on the other hand, may feel progress is too slow, given centuries of systemic inequity. Holding both views as worthy of respect requires teamwork. Encourage dialogue where the goal is mutual understanding rather than unity. Building coalitions around shared experiences Promote policies that benefit everyone. By promoting policies such as hybrid work and parental leave that benefit everyone, workplaces will attract and retain a more diverse workforce, which leads to greater innovation. Encourage men to take advantage of these policies and ensure your company culture makes it acceptable to do so. This enables men to actually experience the benefit of these initiatives. Align efforts around shared valuessuch as the desire for healthier families, better education or stronger economies. Use both/and thinking. Supporting men who express fears about status loss can open space for dialogue. Provide that space. At the same time, acknowledge the ongoing struggles women continue to face and their fears about workplaces returning to the way they used to be. One viewpoint does not need to negate the other. Prioritize lived experience. Rather than insisting that everyone see gender equity the same way, find ways for men to experience mutually beneficial initiatives. Then, encourage dialogue about experiences rather than ideas. Bridge divides with dialogue Mixed mentorship matters. Pairing employees with mentors of different backgroundsacross gender, race, age, department or seniority levelcan help them cultivate curiosity and learn from one another. Activate resource groups. Groups focused on cross-cultural engagement provide employees with a platform to discuss challenges, share experiences and collaborate on inclusion initiatives. Additionally, encouraging allies to participate in employee resource groups and business resource groups fosters increased openness and understanding. Leaders can support roups by providing resources, visibility and executive sponsorship. Embrace discomfort. In general, people work to avoid feeling uncomfortable. However, discomfort is often necessary for growth. Starting with this premise and encouraging thoughtful, open and honest discussions about sensitive topics and potential fears can help foster transparency and build trust. Leaders can facilitate these conversations through town halls, roundtable discussions or dedicated dialogue sessions. Progress depends not just on metrics and policies but on trust, communication and humility. When people feel seen and heardwhether theyre feeling empowered or uncertaintheyre more likely to engage. In other words, the real opportunity isnt to win an argument about whether gender equity is done, but to build organizations where everyone can see a future for themselves in the workplaceand feel as if they have a role in shaping it. Colleen Tolan is a postdoctoral researcher for the Center for Women in Business at Rutgers University. Lisa Kaplowitz is an associate professor and the executive director at the Center for Women in Business at Rutgers University. This article is republished from The Conversation under a Creative Commons license. Read the original article.
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E-Commerce
JCPenney said it will close seven stores this weekend in California, Colorado, Idaho, Kansas, New Hampshire, North Carolina, and West Viriginia, according to USA Today, and will be running sales in those locations up until Sunday, May 25. It’s the latest set of JCPenney store closures since the long-struggling retail chain filed for Chapter 11 bankruptcy back in May 2020 during the pandemic (it announced later that year it would close 200 of its 850 stores). The chain was then purchased by property managers Simon Property Group and Brookfield Asset Management. Fast Company has reached out to JCPenney for comment. Which JCPenney store locations are closing? A JCPenney spokesperson told USA Today the following seven stores will close this Sunday, May 25: The Shops at Tanforan in San Bruno, California The Shops At Northfield in Denver, Colorado Pine Ridge Mall in Pocatello, Idaho West Ridge Mall in Topeka, Kansas Fox Run Mall in Newington, New Hampshire Asheville Mall in Asheville, North Carolina Charleston Town Center in Charleston, West Virginia In February, JCPenney said it would be closing a “handful” of stores by mid-2025, but did not disclose which ones. The news came just one month after the retailer announced it was partnering with Forever 21 to create a new company, Catalyst Brands, in a merger that would also include Brooks Brothers, Aéropostale, Lucky Brand, Nautica, and Eddie Bauer. (JCPenney said the closures were unrelated.) The iconic department store chain, like many major retailers, has been struggling in recent years as American consumer foot traffic decreases and more shoppers go online. This, coupled with increasing prices, inflation, and the high cost of living, have led many retailers to file for bankruptcy or initiate waves of store closings. Some have even gone out of business, including: Joann fabrics, Macys, Party City, Big Lots, Walgreens, and 7-Eleven.
Category:
E-Commerce
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