Purpose -Business models and the business model concept have become a fixture of scholarly and managerial attention. With a focus on how actors create, capture, and disseminate value, business model research holds the promise to inform the tourism sector's search for ways to innovate and change outdated business practices. Yet, the concept has inspired little research tackling the contingencies of the tourism context. We address this gap in this review and research agenda on business models in tourism.Design/methodology/approach -In this article, we review and synthesize contributions from publications in EBSCO, Emerald Insight, ProQuest, and Science Direct databases, that make explicit use of the business model concept in tourism (anytime up to September 2016).We conceptualize the identified articles as a coherent body of knowledge on business models in tourism with the objective of identifying common themes that characterize existing contributions.Findings -From the review of 28 qualified articles we identify four emergent themes: (1) sector specific configurations, (2) the role of different value types, (3) design themes for consistency, and (4) regulatory contingencies. These themes inform three domains in which we present avenues for tourism-specific studies on business models as well as their management and innovation that we position in relation to the general business model literature. Originality/value -Our review details how researchers across disciplines conceptualize the business model. Together with the identified directions for further research, this literature review article thus establishes a common conceptual basis and stock of knowledge for the study of business models in tourism research.
a b s t r a c t This paper summarizes the main insights of the second Biennial Forum on Advances in Destination Management (ADM), held in St. Gallen (Switzerland). Issues in five domains preoccupied the discourse of scholars and practitioners alike: (1) the definition of 'destination', (2) the purpose and legitimacy of destination management organizations (DMO), (3) governance and leadership in destination networks, (4) destination branding, and (5) sustainability. For each domain, this consensus offers a purposeful research agenda grounded in the ADM's community of destination management and marketing researchers. This paper builds on conference participants' collective sense-making efforts expressed over the course of the conference and in a dedicated consensus session.
Purpose The need and legitimacy of destination management organizations (DMOs) are increasingly questioned. Still, the tourism literature provides little advice on how DMOs change and finance their activities for the benefit of their destination-given contextual change. This conceptual article aims to contribute to filling this gap. The authors do so by proposing a typology of business models for destination management organizations. Design/methodology/approach With the help of typological reasoning, the authors develop a new framework of DMO business model ideal types. To this end, the authors draw on extant literature on business model typologies and identify key dimensions of DMO business models from the tourism literature. Findings The challenges DMOs face, as discussed in the tourism literature, relate to both ends of their business model: On the one end, the value creation side, the perceived value of the activities they traditionally pursue has been declining; on the other end, the value capture side, revenue streams are less plentiful or attached to more extensive demands. On the basis of two dimensions, configurational complexity and perceived control, the authors identify four distinct ideal types of DMO business models: the destination factory, destination service center, value orchestrator and value enabler. Originality/value The authors outline a “traditional” DMO business model that stands in contrast to existing DMO classifications and that relates DMO challenges to the business model concept. The typology provides an integrated description of how DMO business models may be positioned to create and capture value for the organization and the destination(s) it serves. The ideal types point to important interdependencies of specific business model design choices.
Purpose This paper aims to review the state of the art for the Tourism Review special issue on “Business Models in Tourism”. The authors’ purpose is twofold: first, to contextualize the empirical and conceptual contributions featured in the special issue in relation to the state of research on business models in tourism. Second, the authors position the special issue in the broader scholarly conversation on business models to identify avenues for future research. Design/methodology/approach The authors systematically review the content of tourism-specific business model studies from leading literature databases to answer four questions relevant for future work on business models in tourism: First, how do tourism scholars define the business model concept? Second, what is the ontological stance (object, schema or tool) of existing studies of tourism business models? Third, what are the methodological preferences of existing work on business models in tourism? And finally, what qualifies as rigorous business model research? Findings From the critical review of 32 contributions, the authors identify a minimal consensus and dominant approach to conceptualizing the business model concept in tourism studies. In addition, the authors reveal a strong preference for small-n case study research designs. In sum, those findings point to important gaps and design decisions for future business model studies in tourism. Originality/value This review of the state of research on business models in tourism details research opportunities with regard to theory, methods and applications that tourism scholars can investigate to contribute to the theory and practice of business model management.
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