INTERRELATIONSHIPS BETWEEN USERS AND SYSTEM FLEXIBILITIES WITH PERCEIVED USABILITY OF ONLINE AIRLINE RESERVATION SYSTEMS

It is very critical for the organizations to design flexible systems that are easy to use and can accomplish all the requirements by way of offering customizability. Philosophers argue that users are good in adapting the systems; however, research shows users dissatisfaction with existing Online Airline Reservation Systems in terms of task completion. Therefore, researchers are eager to find out ways for improving online usability of the systems, how users' Perceived Usability of the system is formulated by its flexibility functions. This research therefore examines travelers' expectations, preferences and online behavior (Users' Flexibility) and aligns that with designing of flexible online airline reservation systems (System's Flexibility) and users' as evaluators of the online systems to determine its Perceived Usability through users' effectiveness, efficiency and satisfaction (Perceived Usability). In this dissertation, both quantitative and qualitative techniques were used to analyze the data collected in the context of SF, lJF and PU of the systems. A redesign solution for enhanced usability was developed based on HCI guidelines and the flexibility tactics used in online travel agencies, which led to a proposed interface with the integration of opaque mechanism. The two interfaces were used in the experiment. Participants were requested to complete the evaluation of the existing and proposed interfaces. The findings suggested that users can be classified on the basis of their Flexible Traveling Behavior which led to the development of a Users' Flexibility measuring scale. It is further investigated that integration of opaque fares concept would increase the usability of the system. Since flexibility is referred to its ability to respond to internal or external changes, systems incorporated with opaque fares would serve the role of external change agent by way of providing flexibility in users' decision making and will also serve the role of internal change agent by way of providing the capability of accepting changed decisions

Progress in information technology and tourism management: 20 years on and 10 years after the Internet—The state of eTourism research

This paper reviews the published articles on eTourism in the past 20 years. Using a wide variety of sources, mainly in the tourism literature, this paper comprehensively reviews and analyzes prior studies in the context of Internet applications to Tourism. The paper also projects future developments in eTourism and demonstrates critical changes that will influence the tourism industry structure. A major contribution of this paper is its overview of the research and development efforts that have been endeavoured in the field, and the challenges that tourism researchers are, and will be, facing

Dynamic packaging

Das Erfolgsmodell von Online-Tourismusunternehmen wird von zwei Faktoren bestimmt: vom Kunden und von der Technologie. Der Kunde repräsentiert die Nachfrage des Marktes und somit den Push-Faktor, die Technologie den Anbietermarkt und den Push-Faktor. Gemeinsam entscheiden sie über den Erfolg eines E-Business. Das «Dynamic Packaging» kombiniert beide Faktoren zu einem Maßnahmenbündel. Das Ziel ist ein auf Kundenbedürfnisse zugeschnittenes Produkt, das sich die neusten IT-Technologien zunutze macht. Der erste Abschnitt dieser Arbeit liefert einen Überblick der Tourismusindustrie, die aufgrund der neu verfügbaren Informationstechnologien einen signifikanten Wandel vollzogen hat. Die Veränderungen werden im Folgenden bezogen auf die unterschiedlichen Anbieter von Reisedienstleistungen und -produkten diskutiert. Diese Vorgehensweise soll nicht nur das spezifische Umfeld veranschaulichen, in dem die Anbieter agieren, sondern auch die Herausforderungen, mit denen sie konfrontiert werden. Die Akteure, die in Betracht gezogen werden, sind Fluggesellschaften, Hoteliers, Kreuzfahrtgesellschaften und Autovermietungsgesellschaften. Der Übergang von der Offline- zur Online-Präsenz hatte primär eine Disintermediation zur Folge. Die wachsende Nachfrage nach einer besseren Organisation und Integration der Informationsfülle führte später dann jedoch wieder zu einer Reintermediation des Produktangebots.Die Online-Reisebüros, die den erkennbaren Trend der Reintermediation adoptiert haben, stellen eine neue Zustellmethode für das Tourismusprodukt dar. Ihr Erfolg ist jedoch von der Mitwirkung aller Anbieter abhängig. Touristische Unternehmen nutzen normalerweise eine weit gefächerte Auswahl an Distributionskanälen. Diese können jedoch nicht ad Infinitum vermehrt werden. Die Alternativen werden deshalb sorgfältig durch das Management ausgewertet mit dem Ziel, die tangiblen und intangiblen Vorteile zu maximieren und zugleich die Kosten zu minimieren. Die hier vollzogene Analyse bezieht drei Entscheidungsebenen mit ein: die operationale, die taktische und die strategische. Dabei werden drei verschiedene Distributionskanäle einander gegenüber gestellt: traditionelle Reisebüros, eigene Webseiten der Anbieter und Online-Reisebüros. Um die Diskussion von Online-Reisebüros als Distributionskanal auch im Hinblick auf mögliche Chancen und Risiken zu vervollständigen, wird abschließend eine Kosten-Nutzen-Analyse aus der Kundenperspektive präsentiert.The success model of the e-tourism company could be defined as driven forward by two dominating forces: customer and technology. The customer, who works as the market pull factor and the technology as the push factor, both determine the e-business’s success. Dynamic packaging reflects the combination of these two factors: delivery of a highly customized product based on advanced information technologies. First section of the thesis gives an overview of the current tourism industry which has been significantly changed due to the emerging information technologies. The changes occurred in the last years are discussed separately for the various suppliers of the travel product. This should better illustrate the specific environment in which they operate as well as the challenges they face. The players taken into consideration include airlines, hotels, cruise lines and car rental companies. The transition from the offline to the online environment contributed in the first stage to the disintermediation process. Later, the need for the organization and integration of the information initiated a return to the reintermediation of the travel products. Online travel agencies, due to the reintermediation, present a new delivery channel for the travel product. Their success depends on a high participation level of the various tourism players. The tourism companies most usually use a portfolio of distribution channels. However the channels cannot be ad infinitum added as they emerge. The alternative choices will be carefully evaluated by the management to maximize the tangible and intangible benefits as well as to minimize the costs. The conducted analysis takes into consideration three decisions areas: operational, tactical and strategic. Every conducted analysis includes the comparison of three different distribution channels: the traditional agency, the own suppliers’ web page and the online travel agency. Finally, the cost/benefit analysis will be presented from the customer’s perspective to ensure the comprehensive presentation of Online Travel Agencies (OTA) as a distribution channel, taking into consideration the possible threads and opportunities

Rulemaking in 140 Characters or Less: Social Networking and Public Participation in Rulemaking

Rulemaking—the process by which administrative agencies make new regulations—has long been a target for egovernment efforts. The process is now one of the most important ways the federal government makes public policy. Moreover, transparency and participation rights are already part of its legal structure. The first generation of federal erulemaking involved putting the conventional process online by creating an e-docket of rulemaking materials and allowing online submission of public comments. Now the Obama administration is urging agencies to embark on the second generation of technology-assisted rulemaking, by bringing social media into the process. In this Article we describe the initial results of a pilot Rulemaking 2.0 system, Regulation Room, with particular emphasis on its social networking and other Web 2.0 elements. Web 2.0 technologies and methods seem well suited to overcoming one of the principal barriers to broader, better public participation in rulemaking: unawareness that a rulemaking of interest is going on. We talk here about the successes and obstacles to social-media based outreach in the first two rulemakings offered on Regulation Room. Our experience confirms the power of viral information spreading on the Web, but also warns that outcomes can be shaped by circumstances difficult, if not impossible, for the outreach effort to control. There are two additional substantial barriers to broader, better public participation in rulemaking: ignorance of the rulemaking process, and the information overload of voluminous and complex rulemaking materials. Social media are less obviously suited to lowering these barriers. We describe here the design elements and human intervention strategies being used in Regulation Room, with some success, to overcome process ignorance and information overload. However, it is important to recognize that the paradigmatic Web 2.0 user experience involves behaviors fundamentally at odds with the goals of such strategies. One of these is the ubiquitousness of voting (through rating, ranking, and recommending) as “participation” online. Another is what Web guru Jacok Neilsen calls the ruthlessness of users in moving rapidly through web sites, skimming rather than carefully reading content and impatiently seeking something to do quickly before they move on. Neither of these behaviors well serves those who would participate effectively in rulemaking. For this reason, Rulemaking 2.0 systems must be consciously engaged in culture creation, a challenging undertaking that requires simultaneously using, and fighting, the methods and expectations of the Web

RegulationRoom: Field-Testing An Online Public Participation Platform During USA Agency Rulemakings

Rulemaking is one of the U.S. government\u27s most important policymaking methods. Although broad transparency and participation rights are part of its legal structure, significant barriers prevent effective engagement by many groups of interested citizens. RegulationRoom, an experimental open-government partnership between academic researchers and government agencies, is a socio-technical participation system that uses multiple methods to alert and effectively engage new voices in rulemaking. Initial results give cause for optimism but also caution that successful use of new technologies to increase participation in complex government policy decisions is more difficult and resource-intensive than many proponents expect

RegulationRoom: Field-Testing An Online Public Participation Platform During USA Agency Rulemakings

Rulemaking is one of the U.S. government\u27s most important policymaking methods. Although broad transparency and participation rights are part of its legal structure, significant barriers prevent effective engagement by many groups of interested citizens. RegulationRoom, an experimental open-government partnership between academic researchers and government agencies, is a socio-technical participation system that uses multiple methods to alert and effectively engage new voices in rulemaking. Initial results give cause for optimism but also caution that successful use of new technologies to increase participation in complex government policy decisions is more difficult and resource-intensive than many proponents expect

Rulemaking 2.0

In response to President Obama\u27s Memorandum on Transparency and Open Government, federal agencies are on the verge of a new generation in online rulemaking. However, unless we recognize the several barriers to making rulemaking a more broadly participatory process, and purposefully adapt Web 2.0 technologies and methods to lower those barriers, Rulemaking 2.0 is likely to disappoint agencies and open-government advocates alike. This article describes the design, operation, and initial results of Regulation Room, a pilot public rulemaking participation platform created by a cross-disciplinary group of Cornell researchers in collaboration with the Department of Transportation. Regulation Room uses selected live rulemakings to experiment with human and computer support for public comment. The ultimate project goal is to provide guidance on design, technological, and human intervention strategies, grounded in theory and tested in practice, for effective Rulemaking 2.0 systems. Early results give some cause for optimism about the open-government potential of Web 2.0-supported rulemaking. But significant challenges remain. Broader, better public participation is hampered by 1) ignorance of the rulemaking process; 2) unawareness that rulemakings of interest are going on; and 3) information overload from the length and complexity of rulemaking materials. No existing, commonly used Web services or applications are good analogies for what a Rulemaking 2.0 system must do to lower these barriers. To be effective, the system must not only provide the right mix of technology, content, and human assistance to support users in the unfamiliar environment of complex government policymaking; it must also spur them to revise their expectations about how they engage information on the Web and also, perhaps, about what is required for civic participation

A SHARED INFORMATION SYSTEM FOR TOURISM ENTERPRISES IN DEVELOPING ECONOMIES

In a developing economy's business environment, introduction of new technology creates a large potential for more effective and streamlined production of tourism services. This study shows guidelines of design of an inter-organizational information system for small tourism enterprises. The entrepreneurial goal is to support strategic alliances in order to obtain better market-fit and sustainable competitive advance. This requires that the enterprises are capable of evaluating their existing processes, identify and outline improvements, and implement them. More than that, enterprises have to execute profound strategic changes in their business processes. For this change, study shows that adaption of supportive information system can be a key factor to satisfy these demands. Firstly, using systematic literature review the study identifies global trends of e-tourism. Secondly the trends are compared with the reality of small tourism enterprises in Nicaraguan Caribbean coast. With interview and brain storming sessions with hotel managers and local tourism specialists, desired state of e-tourism enhanced business processes is defined. Performance gaps and solutions are identified and outlined in order to reach new customer segments and better customer satisfaction with use of inter-organizational information system. With help of shared information system, enterprises search for sustainable economic growth and more stable business environment for their activities. The scientific domain of research is Information systems science. The method used for data collection and interpretation is systematic literature review and human and institutional capacity development -method. As result, the research identifies critical business processes when implementing e-Tourism services into tourism enterprises in developing economies. Strategic solutions for sustainable improvements in business processes supported by use of shared information system are outlined. As a practical result, the study lists required steps in order to reach desired changes in tourism enterprises with e-tourism initiative. Specification of requirements for information system is made. The implementation process and construction of information system is left out from this research and it requires later its own case study.fi=Opinnäytetyö kokotekstinä PDF-muodossa.|en=Thesis fulltext in PDF format.|sv=Lärdomsprov tillgängligt som fulltext i PDF-format

Sistemas de gestão de destinos turísticos: contribuições para a sua adoção e implementação

The growing competition between tourist destinations, the progressively demanding tourist source markets, as well the complexity of the strategies to attract them, has led Destination Management Organisations (DMOs) to expand their attributions to assume themselves as central actors in the coordination of the stakeholders of respective destinations. Thus, some DMOs have implemented collaborative online networks, referred to as Destination Management Systems (DMSs), which connect all relevant tourist agents in a destination, facilitating communication and cooperation between them. These systems also provide online tourist portals for tourist destinations that offer more personalised travel planning experiences, including the possibility to purchase tourist products. However, only a residual number of tourist destinations has ever tried to adopt a DMS and a considerable portion of the them were unsuccessful. The challenges to the success of a DMS require a careful analysis of the factors that influence the willingness of the tourist agents of a destination to adopt them, as well as of the factors that determine the importance that these agents attribute to the functionalities of those same DMSs. However, research in this area is still limited. The main objectives of this thesis are to obtain an in-depth knowledge about the factors mentioned above, as well as on the characteristics and role of DMSs, in order to promote the implementation of these systems in tourist destinations. To achieve these objectives, a mixed methodology was adopted, starting with an extensive review of the literature on DMSs, exploratory interviews with the main companies providing DMS solutions and with DMOs that have successfully implemented these systems. At content analysis of those same DMSs was undertaken. This qualitative approach provided an in-depth knowledge regarding the characteristics of DMSs, the current business and management models of these systems, as well as their recent developments and future perspectives. Then, a quantitative approach was used to identify the factors that explain the willingness of destination-based stakeholders to adopt a DMS, as well as those influencing the importance attributed by these agents to the specific functionalities of DMSs. Thus, a questionnaire survey was applied to different types of tourist agents from a regional destination lacking a DMS: The Portuguese Centre region. The results of the quantitative investigation indicate that the predisposition to adopt a DMS is positively influenced by factors such as: (i) cooperation within the destination; (ii) pressure from the external environment (e.g. from competing destinations); (iii) perceived benefits and usefulness of the DMS; (iv) DMO's leadership and strategic vision; (v) resources and strategic vision of the tourist actors in the destination. On the other hand, two factors which are still absent from research on this topic were found to negatively influence the predisposition to adopt a DMS, namely: (i) alternative online platforms and (ii) the lack of a DMS in neighbouring regions or at the national level. The results also demonstrate that the importance attributed to the specific functionalities of a DMS by destination-based stakeholders is positively influenced (i) by its resources and strategic vision, (ii) by its knowledge on the DMO’s initiatives in the field of the Information and Communication and Technologies, (iii) the condition of affiliated member of a DMO; and (iv) by the tourist agent sub-sector, since it was found that tourism accommodation providers value collaborative functionalities of a DMS less than others. The thesis ends with conclusions and implications for the tourism sector, mainly for agents responsible for the development of tourist destinations.A crescente competição entre destinos turísticos, bem como a progressiva exigência da procura turística e da complexidade das estratégias para a atrair, levou as Organizações de Gestão de Destinos (OGD) a ampliarem as suas atribuições para se assumirem como atores centrais na coordenação dos stakeholders dos respetivos destinos. Assim, algumas OGDs implementaram redes colaborativas online, designadas de Sistemas de Gestão de Destinos (SGDs), que interligam todos os agentes turísticos relevantes de um destino, facilitando a comunicação e a cooperação entre eles. Estes sistemas também proporcionam à procura turística portais online de destinos turísticos que oferecem experiências de planeamento de viagens mais personalizadas, incluindo a possibilidade de comprar produtos turísticos. Porém, apenas um número residual de destinos turísticos tentou adotar um SGD e uma parcela considerável dos SGDs não tiveram sucesso. Os desafios para garantir o sucesso dos SGD exigem uma análise cuidada dos fatores que influenciam a predisposição dos agentes turísticos de um destino para os adotar, bem como dos fatores que determinam a importância que estes agentes atribuem às funcionalidades dos SGD. No entanto, a investigação neste âmbito é ainda limitada. A presente tese tem como principais objetivos obter um conhecimento aprofundado sobre os fatores anteriormente referidos, bem como sobre as características e papel dos SGD, no sentido de promover a implementação destes sistemas nos destinos. Para alcançar os objetivos estabelecidos, adotou-se uma metodologia mista, começando com uma extensiva revisão da literatura sobre SGD, entrevistas exploratórias às principais empresas fornecedoras de soluções de SGD e a OGD que implementaram estes sistemas com sucesso, bem como análises de conteúdo de SGD. Esta abordagem qualitativa permitiu um conhecimento mais aprofundado relativamente às características dos SGD, aos atuais modelos de negócios e de gestão destes sistemas, bem como aos seus recentes desenvolvimentos e perspetivas futuras. Seguidamente uma abordagem quantitativa foi utlizada para identificar os fatores que explicam a predisposição dos agentes turísticos de um destino para adotar um SGD, bem como os fatores que influenciam a importância atribuída por estes agentes às funcionalidades específicas dos SGD. Assim, um inquérito por questionário foi aplicado a diferentes tipos de agentes turísticos de um destino regional que não dispõe de um SGD: a região Centro de Portugal. Os resultados da investigação quantitativa indicam que a predisposição para adotar um SGD é influenciada positivamente por fatores como: (i) cooperação no destino; (ii) pressão do ambiente externo (ex. de destinos concorrentes); (iii) benefícios percebidos e utilidade do SGD; (iv) liderança e visão estratégica da OGD; (v) recursos e visão estratégica dos atores turísticos do destino. Por outro lado, dois fatores até agora ausentes da investigação influenciam negativamente a predisposição para adotar um SGD, nomeadamente: (i) as plataformas alternativas online e (ii) a falta de um SGD em regiões vizinhas ou a nível nacional. Os resultados demonstram ainda que a importância atribuída às funcionalidades específicas de um SGD pelos agentes turísticos de um destino é influenciada positivamente (i) pelos seus recursos e visão estratégica, (ii) pelo seu conhecimento sobre as iniciativas da OGD no âmbito das Tecnologias de Informação e Comunicação, (iii) por ser membro afiliado da OGD; e (iv) pelo subsetor do agente turístico, observando-se que os fornecedores de alojamento turístico valorizam menos as funcionalidades de cariz colaborativo do que outro tipo de agentes. A tese termina com conclusões e implicações para o setor do turismo, principalmente para agentes responsáveis pelo desenvolvimento turístico.Programa Doutoral em Turism