Internationalization of Tourism Destinations: Networking systems management

Abstract

This paper aims to fill a gap in the existing research about the internationalization of tourism destinations through a systematic review of the literature focusing on publications presented between 2007 and 2017. The research followed the assumptions of the non-probabilistic snowball sampling technique. In addition, the computer programs VosViewer, for bibliometric analysis, and NVivo 10, for content analysis were used. Tourism destinations’ internationalization is a combination of: (i) integration of organizational interest with stakeholders’ interests; (ii) understanding that what moves these elements are endogenous and exogenous business opportunities; (iii) integrating external opportunities in the destination by aligning them with its territorial identity; (iv) achieving coherence between the previous three components through the implementation of a governance model; (v) a governance model that facilitates the destination’s organization by conciliating interests, resources and opportunities; (vi) and the DMOs that coordinate the dynamics generated between the elements of this system, making it possible to organize the supply following its territorial identity. The internationalization process of tourism destinations highlights factors different from the internationalization of companies. In the first scenario, politics, planning, and territory internationalization strategies should target different kinds of reflections according to the level of intervention (local, regional, national or international). In the second, it is essential that supply is aware of investment opportunities abroad, financial packages to support businesses, innovation, and entrepreneurship. The current period exposed the fragility of the tourism sector and how external threats can influence it. Thinking about the internationalization of tourism destinations shows how important it is to organize the tourism offer in accordance with the challenges the sector faces, at the same time as explaining the role of DMOs. Until now, this theme has been mainly studied from the perspective of demand, creating a gap in the existing knowledge about the organizational systems.

Mapping Research Trends With Factorial Analysis in Organizational Politics

“…Furthermore, Zyoud et al (2022) conducted bibliometric research to map trends, citations, and keywords, using 652 scientific papers from 2011 to 2020. They analyzed the data using VOSViewer and CiteSpace applications (Mira & Breda, 2021). Dhakal (2022) and Pisuko et al (2022) also used NVivo to analyze their research content because it is a helpful tool for sorting, organizing, and analyzing qualitative data.…”

“…Furthermore, Zyoud et al (2022) conducted bibliometric research to map trends, citations, and keywords, using 652 scientific papers from 2011 to 2020. They analyzed the data using VOSViewer and CiteSpace applications (Mira & Breda, 2021).…”

Social Media and Influencer Marketing for Promoting Sustainable Tourism Destinations: The Instagram Case

“…However, maintaining and enhancing a sustainable destination's image in international markets is a challenging task [30]. Romao et al [31] build their research based on structural analysis regarding the motivation and satisfaction of global tourists from different nations and cultures, stating that there is an opportunity to attract long-haul visitors who spend more and behave sustainably to destinations; this is even more important when domestic tourists cannot support the development of a destination [32]. A sustainable tourism destination considers assuring the ecological or environmental impact [33].…”

Do changes in the business environment and sustainable development really matter for enhancing enterprise development?

“…In recent years, a number of studies have been devoted to enterprise transformations and business environment changes due to sustainable development implementations. Most of these studies have focused on specific sustainable development issues such as changes in business ethics preferences and corporate social responsibility advancements (Elhennawy, 2019; Metzker et al, 2021; Pelikánová et al, 2021; Wang et al, 2020), business management systems improvements, including customer relationship management (Matsenko et al, 2021; Stuchlý et al, 2020), networking systems management (Do Rosário & De Jesus Breda, 2021), development of new business activities (Bilan et al, 2020) among others. This study systematically reviews three strands of research that have identified various contemporary challenges covered within enterprise development, sustainable development, and the business environment.…”