Conceptions of Tourism Lifestyle Entrepreneurship: Transition Economy Context

Abstract

Lifestyle, non-economic motives have been recognised as a significant motivational factor for tourism and hospitality entrepreneurs. However, knowledge on the subject is mainly drawn from the perspective of western developed economies, with a paucity of studies focusing on transition and developing countries. The purpose of the paper is to investigate tourism entrepreneurship within the former socialist countries, particularly focusing on Croatia. The study is based on in-depth interviews with tourism entrepreneurs in the Splitsko-dalmatinska county. The paper argues that understanding of entrepreneurship can be enhanced if theories are contextualised within a specific setting and industry sector and thus applies Morrison's (2006) 'drilling down' model in investigating tourism entrepreneurship. The results reveal a non-existence of lifestyle entrepreneurs and a conceptual model is developed to encapsulate the complex range of factors which underpin the different behaviour of the analysed entrepreneurs. Implications for entrepreneurship theory and further research are discussed.

The importance of local area as a motivation for cooperation among rural tourism entrepreneurs

“…Furthermore Atlejevic and Doorne (2003, p.143) note that 'the intergenerational nature of tourism business requires that the conceptualization of entrepreneurship move beyond its traditional focus on new business development, but also incorporate strategic considerations, which seek to express values of continuity, stability and entrenchment'. Skokoc and Morrison (2011) also note how the environment in which businesses are located can influence the way in which they operate and in particular they highlight the differing attitudes of entrepreneurs located in transition economies. Tucker (2010) observes peasant entrepreneurs and notes how socio-cultural factors can influence tourism entrepreneurship.…”

“…In the case of lifestyle entrepreneurs quite an extensive literature (e.g. Shaw and Williams, 2004, Atlejevic and Doorne, 2000, Kompulla, 2004, Mottiar, 2007, Skokoc and Morrison, 2011 has developed around investigating the fact that these entrepreneurs are motivated not just by profits but by a way of life. Bosworth and Farrell (2011, p.91) highlight the fact that rural entrepreneurs are embedded in their local areas and that 'moving away from a single-minded view of profit-driven entrepreneurship brings the important features of networks, community and embeddedness more centrally into our understanding of a tourism entrepreneur'.…”

“You know that's a rip-off”: policies and practices surrounding micro-enterprises and poverty alleviation in South African township tourism

“…Skokic & Morrison, 2011;Rogerson & Visser, 2012;Thomas, 2004;Thomas et al, 2011). Further, Morrison (2006, p.192) suggests that micro enterprises should be investigated within their historical, cultural and political 9 context since these factors either intensify or dilute different entrepreneurial processes.…”

Corporate governance practice for tourism small and medium-sized enterprises in Malaysia

“…Additionally, several studies indicate that most tourism entrepreneurs begin TSMEs due to the low entry barrier in the industry which gives them an opportunity to be part of the industry (Morrison and Thomas, 1999;Jaafar et al, 2011;Skokic and Morrison, 2011;Brouder and Eriksson, 2013). Further, Mazzarol et al (1999) and also Skokic and Morrison (2011) suggest that the owner-manager's socio-economic characteristics such as age, gender and education level also form a part of the obstacles that have a considerable effect on entrepreneurial intention and business performance of SMEs.…”

“…Further, Mazzarol et al (1999) and also Skokic and Morrison (2011) suggest that the owner-manager's socio-economic characteristics such as age, gender and education level also form a part of the obstacles that have a considerable effect on entrepreneurial intention and business performance of SMEs. Tourism SMEs have to face many challenges just like other SMEs elsewhere are facing such as, a shortage of financial resources, lack of management and marketing skills, lack of industry expertise and strategic vision (Beaver et al, 1998;Boer 1998;Dewhurst and Horobin 1998;Friel, 1998;Wanhill, 1998;Webster, 1998;Shaw and Williams, 2001;Augustyn, 2013;Thomas and Augustyn, 2007).…”