Developing institutional logics in the tourism industry through coopetition

Fong, Veronica Hoi In; Wong, IpKin Anthony; Hong, Jacky

doi:10.1016/j.tourman.2017.12.005

Cited by 68 publications

(48 citation statements)

References 60 publications

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“…However, according to the extensive review of Bouncken, Gast, Kraus, and Bogers [28], there is no study dealing with leisure cards in particular. Regarding tourism, the body of literature-investigating forms of coopetition in the field of destination marketing-can be considered satisfactory [29][30][31][32]; nevertheless, the topic seems to be underexploited according to Chim-Miki [33]. Thus, the study in hand takes the most relevant of those studies into account, even though the product LCT can be purchased only by residents and hence cannot be seen as "touristic" in its nature.…”

Section: Coopetition and Motives For Coopetitionmentioning

confidence: 99%

Analyzing the Coopetition between Tourism and Leisure Suppliers—A Case Study of the Leisure Card Tirol

et al. 2018

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Even though coopetition in the context of tourism is not new, research lacks concrete examples within the leisure business and about its effects on local communities. Hence, this study investigates a super-regional alliance of tourism and leisure suppliers as well as its effects on the community in the region of Tyrol, Austria. In the framework of 60 guided interviews, all organizations engaged in the Leisure Card Tirol (LCT) were contacted and questioned. The analysis of the qualitative data shows the motives for joining the alliance are either economic or non-economic in nature, and thus the alliance is evaluated differently by the various suppliers. Several corporations including swimming pools, ice skating rinks, museums, a football stadium (limited access), and mountain railway companies attract more locals to consume leisure (a partly merit good) due to their membership in the LCT alliance. However, the suppliers' heterogeneity in respect of their management (governmental, private, and mixed forms) is suggested to be the reason behind the LCT's financial survival. In summary, intentional coopetition in the context of a super-regional year-around pass may be a sustainable model of increasing a local community's welfare by providing affordable leisure activities, although some minor and major issues on the part of the suppliers might occur.

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Section: Coopetition and Motives For Coopetitionmentioning

confidence: 99%

Analyzing the Coopetition between Tourism and Leisure Suppliers—A Case Study of the Leisure Card Tirol

et al. 2018

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“…Multiplicity of logics has been studied conceptually and empirically in the management and organization studies; very recently in tourism domain as well (e.g. Fong, Wong and Hong, 2018).…”

Section: Theoretical Underpinnings: Institutional Logics Perspectivementioning

confidence: 99%

“…Marquis and Lounsbury, 2007;Greenwood et al, 2011;Bjerregaard and Jonasson, 2014) that suggests institutional logics coexist and compete within a field (Nicolini et al, 2016); however, there has been relatively limited attention to how tensions between logics are resolved or how logic alignment is achieved. (Fong et al, 2018). For example, in the context of tour operators in China, institutional actors (tour operator managers) change their response strategies in relation to their immediate institutional environment through a shift from non-interactive behavior based on competition to a more collaborative interaction based on co-opetition (ibid, p.258).…”

Section: Theoretical Underpinnings: Institutional Logics Perspectivementioning

confidence: 99%

Diffusion of sustainability and CSR discourse in hospitality industry

Ertuna

Karataş‐Özkan²,

Yamak

2019

IJCHM

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Purpose The authors’ focus is on the way in which sustainability and corporate social responsibility (CSR) discourses and practices emerge in the collaboration of multinational companies (MNCs) with the local hotels in developing country contexts. This paper aims to identify the prevailing institutional orders and logics that bring about CSR and sustainability discourse in tourism industry in Turkey. It also investigates how and to what extent the CSR and sustainability practices align with the local institutional logics and necessities. Design/methodology/approach Empirical evidence is generated through case studies covering Hilton Worldwide Holdings Inc. (Hilton), its Turkish subsidiary and a local hotel chain to ensure data triangulation. Primary data were collected through interviews with the executives of the selected case hotels, which was supported by extensive secondary data. Findings Some components of CSR and sustainability logics developed in the headquarters diffuse into local affiliate hotel, not all. Local affiliate hotels seek to acquire local legitimacy in their host environment, despite a standard format imposed by their headquarters. Local necessities and priorities translate themselves into such initiatives in a very limited way in the affiliates of the Hilton where there is mostly a top-down approach. Similar approach has also been observed in the case of the local hotel which is part of a family business group. Family’s values and family business headquarter shape the CSR and sustainability strategy and the logics reflecting the local component. Research limitations/implications This paper addresses a theoretical and empirical gap by demonstrating the role of MNCs in the diffusion of sustainability and CSR practices, as acknowledged by Forcadell and Aracil (2017). The authors contribute to the critical writings about the positive impact of CSR and sustainability in the context of the MNCs and their subsidiaries, which is not substantiated due to limited empirical evidence. In addition to these contributions to the CSR and sustainability literatures in tourism and hospitality domains, the authors add to the institutional theory by demonstrating the link between institutional orders and institutional logics. They also show the multiplicity of logics that emanate from the differences of logics developed in the headquarters (centrally imposed) and local affiliate organizations (context-specific) and contribute to theory by highlighting tensions. Practical implications This study appeals to management teams and executives of hotels dealing with these issues of tailoring of CSR practices to local necessities. The authors do not only raise awareness of this consciousness but also demonstrate practical application of some of these strategies and prioritization by detecting market specificities and distinctive societal needs. Hotel managers should resist against the headquarter- or family business-driven uniform approach to CSR and sustainability and reflect on corporate policies through checking isomorphic tendencies. This entails being cognizant of local conditions and necessities and respond to them in a flexible and accommodating way. It involves engaging with a full spectrum of stakeholders, including the leadership in headquarters as well as local organizations (e.g. NGOs, suppliers, etc.) and other institutional forces (e.g. state) to align their sustainability and CSR practices with the locally dominant logics. Managers should be aware of certain logics governing CSR and sustainability practices; some of these logics might be constraining critical thinking and innovative practices. Social implications Managers should be proactive in interpreting different institutional logics and process them through critical reflection and boundary spanning and mapping of new opportunities. Moreover, MNC hotel executives should be aware of the limitations of a blanket approach toward CSR and sustainability and increase their sensitivity toward local conditions. Originality/value Through this study, the authors are able to add further value to the critical writings about the positive contribution of CSR and sustainability in the context of the MNCs and their subsidiaries, which is not substantiated due to limited empirical evidence.

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“…Among these, those that are related with the sustainable management of the destination are crucial for generating a sound image and satisfaction for potential visitors [7]. The undertaking of cooperation strategies within this competitive environment i.e., coopetition, may raise opportunities to work towards sustainable development by focusing on those attributes that are more capable of raising tourist satisfaction in the longer term, such as those related with the enhancement of social, environmental and economic conditions of the destination [8][9][10].…”

Section: Introductionmentioning

confidence: 99%

Coopetition in Maritime Tourism: Assessing the Effect of Previous Islands’ Choice and Experience in Tourist Satisfaction

2019

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Maritime tourism has become a competitive opportunity for many island destinations in search of sustainable development. This article aims to analyze the hypothesis that tourist satisfaction with nautical destinations depends on the experience of previous visits to competing destinations. This hypothesis is relevant in order to ascertain the extent of potential coopetition between tourist destinations from the point of view of the consumers. This may ask for the need of cooperation within the competitive environment in which tourist destinations manage sustainability. The evidence is obtained from the case of Cape Verde, an archipelago strongly committed to the development of the nautical sector. Survey data from nautical tourists’ satisfaction visiting Cape Verde is modeled utilizing an ordinal logistic approach. Results show that tourist satisfaction with Cape Verde increases with the authenticity of the cultural experience offered by the destination, the diversity and quality of the nautical offer and the security perceived. Moreover, tourists declaring a satisfactory travel experience in other recently visited islands have higher levels of satisfaction with the nautical destination of Cape Verde. This suggests that proper strategies for nautical tourism development in these islands should not only allow tourists to discover the best cultural and local values of the destination, but also enhance their awareness of the quality of the experience provided by island competitors and, therefore establishing a benchmark for the common benefit of all island destinations becomes of interest. In this regard, coopetition strategies among islands with common interests of specialization may allow them to gain better positioning in the international nautical tourism market, and contribute to tourism development and the sustainability of the industry.

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Developing institutional logics in the tourism industry through coopetition

Cited by 68 publications

References 60 publications

Analyzing the Coopetition between Tourism and Leisure Suppliers—A Case Study of the Leisure Card Tirol

Analyzing the Coopetition between Tourism and Leisure Suppliers—A Case Study of the Leisure Card Tirol

Diffusion of sustainability and CSR discourse in hospitality industry

Coopetition in Maritime Tourism: Assessing the Effect of Previous Islands’ Choice and Experience in Tourist Satisfaction

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