An extended VRIO model as a framework for sustainable tourism planning

Abstract

The management of resources by a tourism destination is of crucial importance for sustainable tourism development. The Resource-based View, a relevant school of strategic thought, offers a conceptual model for the analysis of organizational resources. This paper proposes to extend this model to the sustainability of tourist destinations. That is, assuming the VRIO model, and recognizing its usefulness as a tool for resource analysis, we introduce the sustainability dimension. The VRISO(S) model proposed here is intended as a starting point for discussion about the management of tourism resources in the context of sustainable development and competitive advantage to be undertaken by Destination Management Organizations.

Managing Sustainability for Competitive Advantage: Evidence from the Hospitality Industry

“…This lack of research integrating sustainability in the hospitality industry is surprising because, as we stated before, sustainability is becoming an important issue in the hospitality industry (Jones et al, 2014). Second, this study will explore the importance of internal resources for hospitality firms adopting sustainability, making it different from most existing studies (Simão, 2010;Tavitiyaman et al, 2011;Barney et al, 2012). Third, following Barney (1995), Barney and Wright (1997), Barney et al, (2012) we wish to understand how sustainability can produce a competitive advantage for a firm by applying Barney's VRIO framework; to our knowledge, this has not been covered in the current literature.…”

“…The literature indicates that sustainability is becoming more and more important in the tourism industry because of the mix of products and services that are offered and the environmental, economic and social pressures involved in the industry (Simão, 2010).…”

“…Recent works focus on that management of resources as an essential component of sustainable tourism development. However, most of them emphasize contextual resources, such as climate, beaches, hotel support and cultural services (Simão, 2010) and do not explore the internal resources of firms.…”

“…Sometimes, they are just theoretical studies (Branco and Rodrigues, 2006). Existing empirical studies do not analyze internal resources in the way the VRIO framework suggests (Simão, 2010). This article contributes to the hospitality management literature by enlarging the limited empirical research about hospitality strategic management topics and sustainability (Harrington, Chathoth, Ottenbacher and Altinay, 2014).…”

“…The literature shows several examples of how sustainability is linked with competitive advantage (Porter and Kamer, 2006;Branco and Rodrigues;Falkenberg and Brunsael;2011). In the tourism industry, environmental and social pressures push organizations to get involved in sustainability (Simão, 2010). Leading global companies in the hospitality industry have included sustainability plans in their corporate strategies.…”