No abstract

Despite the spreading of virtual reality (VR) in tourism, little is known about the characteristics of different segments of tourists experiencing cultural tourism attractions through VR applications. This paper proposes to profile museum visitors based on their perceptions and attitudes towards VR applications and investigates whether they are significantly different in terms of socio‐demographic characteristics and emotional responses towards the VR‐mediated experience. With the use of exploratory factor‐cluster analysis of 287 visitors of a cultural attraction, three clusters were identified with significant differences in terms of attitudes and perceptions towards the VR‐mediated experience and emotional feelings. Implications for research and practice are discussed.

PurposeBusiness process management (BPM) supports the creation and capture of firm value. In a dynamic context, the current approach to BPM appears to be limited and static in the face of the challenges posed by the firm's open innovation (OI) ecosystem. The main purpose of this paper is to shed light on the value co-creation through the integration of OI principles and mechanisms of value system.Design/methodology/approachTo this aim, the paper suggested a conceptual integration of strategy and operations literature on OI and the firm's value creation system. This analysis adopted BPM lenses with specific attention to the alignment between value creation and value capture. Applying BPM lenses to the process of creating shared value sought the attainment of a comprehensive system of decisions articulated between strategy and operations.FindingsThe paper pinpoints key links between strategy models and operational planning, thus proposing a new framework that integrates the characteristics of value system and OI. The paper elaborates a new theoretical framework rooted in the extant literature conducted in BPM, business strategy and business model innovation (BMI) fields.Originality/valueThis paper aims to fill the gap in the literature in which strategy models are separately treated from the operational ones. This conceptual effort contributes to the extant literature by drawing upon a comprehensive frameworkand mapping the complex set of interactions between the firm's value chain and its innovation ecosystem.