Performance of tourism partnerships: a focus on York

Augustyn, Marcjanna M.; Knowles, Tim

doi:10.1016/s0261-5177(99)00068-0

Cited by 119 publications

(65 citation statements)

References 8 publications

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“…Networking is crucial in mobilizing information and resources as well as co-operation among tourism businesses (Lemmetyinen and Go 2009). Although networks have attracted much interest in research, such as industrial economics, organizational, negotiation analysis, resource dependence etc., it has only been rather recently that networking in tourism becomes the focus of researchers (Augustyn and Knowles 2000;Morrison et al 2004;Pechlaner et al 2002;Sigala 2004). Smith (1993) argues that the tourist product itself is the result of a process where facilities, services and hospitality (attitudes) from multiple firms are configured to produce an experience of value to customers.…”

Section: Tourism Network and Inter-organizational Relations (Ior)mentioning

confidence: 99%

Network collaboration and performance in the tourism sector

2011

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This study used the partial least squares (PLS) and structural equation modeling (SEM) tool to examine factors influencing collaboration among tourism operators in an island economy. It also measures the impact of collaboration on network performance. Statistical results confirm that communication and commitment impact on collaboration while collaboration in turn positively influences performance. Collaboration also mediates partially the impact of communication and commitment on performance. The results, besides indicating the suitability of the PLS in statistical analysis, has also contributed to a better understanding of tourism networks in an island economy in Penang which hitherto has not been tested. Findings are useful for policy makers, tourism associations and practitioners to enhance Malaysian tourism. Limitations and suggestions for future research are also included.

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Section: Tourism Network and Inter-organizational Relations (Ior)mentioning

confidence: 99%

Network collaboration and performance in the tourism sector

2011

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“…These outcomes are realized when organizations pool the resources of tourism stakeholders; thereby, increasing destination competitiveness through cooperative branding, image building, and integrated tourism product portfolio (Bennet, 1999;Dwyer, 2003;Hill & Shaw, 1995). A second type of collaboration outcome is related to organization learning (Augustyn & Knowles, 2000;Ritchie & Ritchie, 2002). This is brought about when the respective parties contribute their knowledge, attitudes, and other capacities toward collaborative marketing efforts; this cooperation, in turn, introduces change, improvement, and innovation through learning (Wang & Fesenmaier, 2007).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Regional Destination Marketing: A Collaborative Approach

Naipaul¹,

Wang²,

Okumuş³

2009

Journal of Travel & Tourism Marketing

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ABSTRACT. This article explores how small neighboring destinations with limited tourism products and resources can collaborate in marketing their destinations. Based on a critical literature review, a conceptual framework was developed and empirical data was collected via document analysis, a focus group interview as well as in-depth semi-structured interviews with senior executives of three convention and visitors bureaus (CVBs) in Ohio. The research findings suggest that forming partnerships among neighboring destinations is beneficial for all participating CVBs in terms of enhancing product portfolio, cost reduction, and efficiency. However, there can be major challenges in developing and sustaining such long-term partnerships which include differing priorities, different marketing directions, and limited resources. The research findings further suggest that achieving results from such a partnership may take a considerable amount of effort and time. The research findings imply that executives of CVBs need to be informed and educated not only about advantages of forming such partnerships and how they can form such partnerships but also how they can overcome potential challenges together in this endeavor. The research results also suggest that informal working relationships and trust among executives of neighboring CVBs are crucial in forming and maintaining such a partnership. Discussions and implications based on the study results are also provided.

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“…Case study research has been used extensively in the management sciences field to study the internal structure and processes of partnerships (Augustyn & Knowles, 2000;Selin & Chavez, 1994;Waddock, 1989). A participant observation technique was employed in order to have a better understanding of conditions influencing KCC-VCC relations.…”

Section: Methodsmentioning

confidence: 99%

“…have started to receive growing attention in recent years from researchers worldwide as a means of finding solutions to resource management and destination development problems (Augustyn & Knowles, 2000;Hall, 2000;Jamal & Getz, 1995;Selin & Myers, 1995). The terms co-ordination, co-operation, partnership, and collaboration characterise the kinds of interorganisational relationships, with somewhat different nature and intensity of interaction, commitment, etc., between a number of organisations (Davidson, 1976).…”

Section: Literature Reviewmentioning

confidence: 99%