Lifestyle Oriented Small Tourism Firms

Abstract

Small tourism firms in attractive tourism destinations are often generically described as 'lifestyle' oriented. A discourse on what the prefix 'lifestyle' means, when attached to small tourism firms in different economic and social contexts has been developing for a decade now, reaching a point of complexity and contradiction. In order to explore this ubiquitous, yet nebulous term, the relevant literature and associated discourse is reviewed with the aim of understanding the motives, meanings, values and contexts of these lifestyle oriented small tourism (LOST) firms. It is concluded that there are many deficiencies in both the conceptualization as well as the content of current research in this increasingly important area. A multi-disciplinary and systemic model for understanding the interactions and interdependencies of the different dimensions of LOST firms is presented.

International winter tourism entrepreneurs in northern Sweden: understanding migration, lifestyle, and business motivations

“…Migrant tourism entrepreneurship can thus be a diverse phenomenon resulting from a variety of migration, lifestyle and business motivations. Carlsen, Morrison and Weber (2008) proposed a useful framework for studying these motivations, considering the role of personal migration drivers, location-specific amenities, familiarity with the destination, desired consumptive experiences, business-related motivations, as well as temporal and technological dimensions of migration and self-employment.…”

“…Personal factors influencing rural migration decisions often centre around counterurban lifestyle aspirations as people seek a less stressful life in the countryside (Buller & Hoggart, 1994;Carlsen et al, 2008;Stockdale, 2014). Other common "push" factors to move to rural areas include a lifestyle change following unemployment or dissatisfying working conditions, personal reorientation after changes in relationships or family status, the search for a better work-life balance in connection with semi-retirement and part-time work, cheaper housing and lower cost of living, or the search for a more family-friendly environment (Benson, 2010;Eimermann, 2017;Iversen & Jacobsen, 2016;Williams et al, 1989).…”

Sustainability motivations and practices in small tourism enterprises in European protected areas

“…Their multiple goals can be explained as "utility maximisation" (as opposed to profit maximisation) based on a trade-off between income/growth and quality of life goals [47]. 'Success' for these owner/managers is grounded in their own circumstances [17] which at times (but not always) means managing an enterprise based on sustainability values [15]. This latter group would form the basis of a lifestyle-value driven cluster.…”

“…Finally, and considering the particular nature of SMEs ownership and management, literature highlights another frame beyond (but still including) the expectation of economic gain and associated with the values and lifestyle of their owners. This third frame [15][16][17], that we have told lifestyle-value drivers differs from this first two frames in explaining pro-sustainability behaviour because of personal choices and habit and sometimes is presented in conflict with an exclusive pursuit of economic gain.…”

Entrepreneurial behaviour, firm size and financial performance: the case of rural tourism family firms

“…While financial performance forms a basic goal (Altinay & Altinay, 2006;Getz & Petersen, 2005;Tinsley & Lynch, 2008), entrepreneurial behaviour is more complex (Weiermair, Peters, & Schuckert, 2007). Previous research shows that the motivations of entrepreneurs in this industry are often lifestyle-related (Ateljevic & Doorne, 2000;Carlsen, Morrison, & Weber, 2008;Getz & Petersen, 2005;Peters, Frehse, & Buhalis, 2009), social or sustainable (Morrison, 2006;Weiermair & Peters, 2012), family driven (Carlbäck, 2012;Peters & Kallmuenzer, 2015) and affected by regional settings (Morrison, 2006). Concerning the influence of the family on entrepreneurial behaviour, family business research shows that family related interests affect decision-making structures in family firms (Alsos, Carter, & Ljunggren, 2014;Habbershon & Pistrui, 2002;Kallmuenzer, 2016;Nordqvist, Habbershon, & Melin, 2008).…”