Knowledge Discovery in Database for Tourist Destinations

Abstract

The knowledge discovery in database (KDD) with data mining is a useful tool for the destination management, and more hospitality enterprises and tourist destinations will adopt it in the future. Destination knowledge management requires a multidisciplinary approach and an understanding of tourism. Research and information technology together are imperative to be successful in KDD and data mining. Since useful knowledge management systems must be timely, the destination knowledge discovery system can be a perpetual prototype requiring frequent updating with emphasis on speed in responses and updating. This article discusses various aspects of KDD including operational issues, applications, and data mining. In addition, a hypothetical example of the KDD is provided using Cheju Island in South Korea.

Levels of quality and environmental management in the hotel industry: Their joint influence on firm performance

“…For example, a reduction of pollution levels will probably increase the demand from environmentally sensitive tourists, since the ecological characteristics of products can become a new competitive argument appreciated by these 'green' customers and firms can acquire a better ecological reputation (Miles and Covin, 2000;Chan and Wong, 2006) and thus force hoteliers to adapt to their new preferences, among which a greater respect for the environment stands out (Cook et al, 1992;Feiertag, 1994;Pyo et al, 2002). In this situation, the destination's environmental conservation could become a key success factor in terms of hotel competitiveness, since it helps to keep the destination's appeal and, therefore, to attract tourists.…”

Applying Business Intelligence for Knowledge Generation in Tourism Destinations – A Case Study from Sweden

“…We argue that knowledge creation and acquisition processes at (Min et al 2002;Magnini et al, 2003;Bloom 2004;Wong et al 2006;Palmer et al 2006;), while only few BI studies exist at the level of tourism destinations (Pyo et al 2002;Höpken et al 2011;Fuchs et al 2013;Höpken et al 2014). According to the knowledge destination framework, knowledge activities deal with extracting information from differing customer and supplier-based sources, and with the generation of relevant knowledge to be applied in the form of intelligent services for customers (Jannach et el.…”

“…Against this background, this chapter demonstrates a knowledge infrastructure which has been prototypically implemented as genuine novelty at the leading Swedish tourism destination, Åre. By applying a Business Intelligence (BI) approach, the presented Destination Management Information system Åre (DMIS-Åre) drives knowledge creation as a precondition for organizational learning at tourism destinations (Pyo et al 2002). Coles et al (2006) view tourism destinations as 'value networks of competencies that coordinate complex social stakeholder constellations and resource configurations to deliver and mediate co-created tourist experiences'.…”

Achieving Competitiveness Through Knowledge Management

“…When the proven knowledge during the field operations is re-used, knowledge developed during various formal and informal procedures can be incorporated in operations (Pyo, Uysal and Chang, 2002). As a result, duplication of research can be avoided, the cost of research and development is reduced, and effectiveness of operations is increased.…”

“…This is a drastic change from the traditional practice that searches and develops knowledge after recognizing its need. Knowledge management provides knowledge in hand in advance, in anticipation of the knowledge use (Pyo, Uysal and Chang, 2002). When the knowledge is in hand, the speed of operations improves greatly by eliminating knowledge searching time.…”