Guest editorial: Knowledge management in tourism: paradigms, approaches and methods

Valeri, Marco; Baggio, Rodolfo

doi:10.1108/jocm-04-2022-506

Cited by 21 publications

(22 citation statements)

References 31 publications

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“…Liebowitz (2007, p. 3) has defined social networks as personal relationships of groups with similar interests and views social networks as essential for innovation. Valeri and Baggio (2022) have supported understanding knowledge management at the destination level. The information flows between tourism businesses may be viewed and analyzed using a network perspective.…”

Section: Introductionmentioning

confidence: 93%

Knowledge sharing and innovation in open networks of tourism businesses

McLeod

Vaughan²,

Edwards³

et al. 2022

IJCHM

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Purpose The purpose of this paper is to examine the information flows, in terms of content and process, underpinning the sharing of knowledge by managers and owners. Such an examination reveals similarities and differences that will influence the generation and dissemination of knowledge used in tourism business operations and contribute to innovation. Design/methodology/approach This paper examines information flows within the theoretical and methodological framework of social network analysis. The findings were derived from a quantitative study of tourism managers and owners of a tourism hub in South-West England. Findings The main finding was that network structure characteristics determine the flow of information within owners’ and managers’ social networks. The owners of smaller businesses received information from several sources and, therefore, had fewer structural constraints and reported larger structural holes. In comparison, the managers had more brokerage opportunities to disseminate the information within their social networks. Research limitations/implications This paper highlights knowledge sharing between tourism business managers and owners in an open network structure. First, an open network structure builds innovation through the provision of nonredundant information. This is determined through the effective size of structural holes and the dissemination of information through brokerage roles. Second, the knowledge capability of a destination is built up through the social networking of managers and owners. The generation and dissemination of knowledge in a tourism destination are facilitated by the social networking activities of managers and owners. Practical implications Managers and owners of tourism businesses require knowledge through information to assist with innovative business practices. The practical implication of this is that the social networks of managers and owners have different network characteristics, and that these differences result in consequences for the innovation of business practices. Another practical implication relates to the importance of managers in knowledge dissemination based on having several brokerage roles in the tourism destination. Originality/value These findings are important because an understanding of social networks and the flow of information is one of the keys to determining the influences on knowledge sharing within tourism destination knowledge networks of owners or managers and their potential contributions to innovation.

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Section: Introductionmentioning

confidence: 93%

Knowledge sharing and innovation in open networks of tourism businesses

McLeod

Vaughan²,

Edwards³

et al. 2022

IJCHM

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“…Extant literature agrees with the need to observe STD through a holistic approach (Baggio and Del Chiappa, 2014; Zheng et al ., 2022). The suitability of systems view is confirmed by recent literature that analyzes smart destinations as tourism ecosystems (Arenas et al ., 2019; Baggio et al ., 2020), by reinterpreting them as networked configurations of actors who collaborate and exchange resources and knowledge (Valeri and Baggio, 2022) through technologies in a digital environment.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Digitalizing business models in hospitality ecosystems: toward data-driven innovation

Troisi

Visvizi

Grimaldi

2023

EJIM

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PurposeDigitalization accelerates the need of tourism and hospitality ecosystems to reframe business models in line with a data-driven orientation that can foster value creation and innovation. Since the question of data-driven business models (DDBMs) in hospitality remains underexplored, this paper aims at (1) revealing the key dimensions of the data-driven redefinition of business models in smart hospitality ecosystems and (2) conceptualizing the key drivers underlying the emergence of innovation in these ecosystems.Design/methodology/approachThe empirical research is based on semi-structured interviews collected from a sample of hospitality managers, employed in three different accommodation services, i.e. hotels, bed and breakfast (B&Bs) and guesthouses, to explore data-driven strategies and practices employed on site.FindingsThe findings allow to devise a conceptual framework that classifies the enabling dimensions of DDBMs in smart hospitality ecosystems. Here, the centrality of strategy conducive to the development of data-driven innovation is stressed.Research limitations/implicationsThe study thus developed a conceptual framework that will serve as a tool to examine the impact of digitalization in other service industries. This study will also be useful for small and medium-sized enterprises (SMEs) managers, who seek to understand the possibilities data-driven management strategies offer in view of stimulating innovation in the managers' companies.Originality/valueThe paper reinterprets value creation practices in business models through the lens of data-driven approaches. In this way, this paper offers a new (conceptual and empirical) perspective to investigate how the hospitality sector at large can use the massive amounts of data available to foster innovation in the sector.

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“…It involves knowing about the theoretical and practical implications of the activities generating value for an organisation. Knowledge management is concerned with management of vital knowledge and its associated processes of creation, collection, organisation, dissemination, application and exploitation (Skyrme, 2003; Valeri and Baggio, 2022). It involves the identification, creation, acquisition, sharing or transfer of knowledge in an organisation or between organisations.…”

Section: Introductionmentioning

confidence: 99%

“…In addition, few of the studies adopting bibliometrics consider all organisations and are not limited to small businesses. Most importantly, despite the burgeoning research interest in knowledge management for small businesses, little is known about where the research is progressing in the future (Valeri and Baggio, 2022). Moreover, the research on the theme is extant but fragmented that needs to be synthesised for future researchers to locate and position their contribution.…”

Section: Introductionmentioning

confidence: 99%

Trends in knowledge management research in small businesses

Shekhar

2023

EBR

Self Cite

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Purpose This paper aims to map the knowledge management research in small businesses and suggest future actions to strengthen managerial practices. Knowledge management practices foster the growth of small businesses. They allow innovation to grow within the institutions, enhance customer satisfaction and reduce employee absenteeism and attrition. Design/methodology/approach The study adopts a bibliometric protocol to retrieve the 686 articles published in the Web of Science (WoS) database. The WoS database is selected to ensure only quality and peer-reviewed publications are analysed in the study. It then identifies the top contributions, and existing thematic areas, and suggests future research and policy actions for boosting economic growth through small business. The study uses VOSviewer, Science of Science (Sci2) and Gephi to conduct the bibliometric and network analysis. Findings The results from keyword co-occurrence and co-citation analysis helps in identifying thematic areas. The findings highlight that there exist five major themes in knowledge management research for small businesses. The dynamic co-citation analysis helps in tracing the evolution of these clusters and suggests future themes, research directions and methodological advances in the theme. PageRank analysis helps in identifying the top articles published on high-impact journals in the theme. Research limitations/implications The study helps researchers by summarising existing literature and identifying key thematic areas. It also assists policymakers by recommending actions to improve knowledge management practises in small businesses to gain a competitive advantage. The paper suffers from the limitations of bibliometric analysis. The sample is collected from a single data source and a single type (journal articles) and the statistical accuracy of the analysis depends on the quality of the sample. Originality/value The study’s originality lies in using fit-for-purpose software in clustering the research and suggesting actions. To the best of the authors’ knowledge, this study is one of its kind in applying bibliometrics in studying and covering several aspects of knowledge management in small businesses with a combination of software.

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Guest editorial: Knowledge management in tourism: paradigms, approaches and methods

Cited by 21 publications

References 31 publications

Knowledge sharing and innovation in open networks of tourism businesses

Knowledge sharing and innovation in open networks of tourism businesses

Digitalizing business models in hospitality ecosystems: toward data-driven innovation

Trends in knowledge management research in small businesses

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