Two methodological approaches to the study of production chains in tourism industry

In this article, two different methodological frameworks are applied to study the production chains in the tourism industry in Andalusia (Spain). Firstly, from a macroeconomic perspective, input-output techniques are used to identify tourism production chains from the regional input-output table. Secondly, from a microeconomic perspective, a different approach is taken based on the concept of Global Value Chains (GVC) (Gereffi 1999; Kaplinsky and Readman 2001). In this respect, the structure and main agents participating in the GVC in tourism are presented, and the role of SMEs in the tourist industry in Andalusia is put forward. Finally, the relationship between the two approaches is discussed, pointing out their main differences and complementing factors

Travel Agencies: From online channel conflict to multi-channel harmony

The adoption of Internet as a distribution channel and a privileged e-commerce tool has pressed Travel Agencies (TAs) to a latent channel conflict. Our main interest is to understand how the traditional independent travel agencies in Portugal deal with the online channel. We suggest that TAs have to develop an innovative business model based on the online and offline complementary channels, in order to achieve a multi-channel harmony

SME Information Sourcing for Innovation and Export Market Development: From Local or External Networks?

A survey analysis of innovation information and input sourcing of New South Wales regional exporting firms indicates that the majority of regional exporters were small to medium sized enterprises (SMEs). The analysis shows that these SMEs have been able to establish their own extensive information linkages into the international economy. Consequently, the need to assess and develop the benefits of linkages between small and large firms is not highly significant within the New South Wales regions. The analysis indicates that international networking by SMEs brings knowledge to the regions, which facilitates intra-firm learning. However, it suggests that SME’s local or regional linkages are relatively underdeveloped, as a source of new knowledge for innovation activity. This is in contrast to the main body of economic literature, which argues that small regional exporters utilize local networks as a major input into their success. This research identifies intensification in the usage of regional networks as one means of improving SME performance in more remote regions. The analysis also indicates that a two-way effect results by the diversity of regional SME export sector base. Firstly, it restricts the client-supplier relationships preventing closer industry specific collaborations but secondly, it can be advantageous in that it restricts competition between regional exporters. This creates conditions allowing some information sharing regarding the opportunities and ways of entering overseas markets, which do not affect the competitive position of the mentoring firm. In concluding, the paper argues that the basic requirements for regional learning development are in place but requires an increase in the interaction intensity between local SMEs in order to achieve a higher level of collaboration and knowledge sharing.New South Wales, SMEs, small and medium enterprises, regional development, innovation, international networking

Semantic discovery and reuse of business process patterns

Patterns currently play an important role in modern information systems (IS) development and their use has mainly been restricted to the design and implementation phases of the development lifecycle. Given the increasing significance of business modelling in IS development, patterns have the potential of providing a viable solution for promoting reusability of recurrent generalized models in the very early stages of development. As a statement of research-in-progress this paper focuses on business process patterns and proposes an initial methodological framework for the discovery and reuse of business process patterns within the IS development lifecycle. The framework borrows ideas from the domain engineering literature and proposes the use of semantics to drive both the discovery of patterns as well as their reuse

Tourism supply chain & strategic partnerships for managing the complexity in tourism industry

The paper aims to investigate the possible relationship between Tourism Supply Chain and Strategic Partnership, read as a way to reduce and better manage the complexity in Tourism Industry. This last has been analysed under multi-disciplinary approaches (economic, sociological, psychological, anthropological and geographic) to better understand its main components. A synthesis of origin of Tourism Supply Chain term was provided. VRIO framework and PEST analysis was used with the aim to better understand the strategic decision of integration the chain with a single or multiple rings. Starting from this, a theoretical framework from a holistic analysis is provided

Temporary Clusters and Knowledge Creation: The Case of Tourism@

With respect to the knowledge-based-view and management science, innovations contribute to a company's competitiveness. And for successful innovation process, companies need to share, create and combine their internal knowledge as well as managing their external relationships and opportunities. Consequently, it is widely accepted that clusters - systemic and local configurations - by supporting horizontal and vertical knowledge exchange could be a fundamental mean for innovation. However, the prolific literature on clusters analyse them only as durable and permanent entities. Yet, interestingly, some forms of temporary organizations as trade fairs, conventions and other professional gatherings, are similar to permanent clusters, but in a temporary, repeated and intensified form. Maskell, Bathelt and Malmberg (2004) even call them “temporary cluster” using the concept to define a short-lived hotspot of intense knowledge exchange, network building and idea generation. It gathers heterogeneous participants in the same spot enabling them to bring together their specific knowledge through intensive interactions. Nevertheless, to date, we observed that the literature focusing on temporary clusters is limited. Notwithstanding, it requires growing attention for management science. In fact, the literature existing on temporary clusters, had asserted that these transient events are important for companies to access markets and knowledge pools in different part of the world. Therefore we consider temporary clusters as a significant vector for the building of trans-local business relations in common situations of incomplete knowledge and uncertainty. Besides, temporary clusters help developing global knowledge pipelines to benefit from outside knowledge.In this context, the paper will analyze a specific empirical case of temporary organization related to the tourism industry. Two arguments support this choice. On the one hand, as stated by Maskell et al. (2005), ‘identifying, selecting, approaching and interacting with new partners is a tricky and costly process' and, we think, even more in the tourism industry. Indeed, the tourism industry is structured by dispersed activities in nature, time and space that need to be combined and assembled dynamically. On the other hand, the tourism industry has been one of the most innovative activities related to the development of ICT, almost 50% of the innovations in the e-commerce activity come from e-tourism or m-tourism. Therefore, the analysis of a temporary cluster dedicated to this ‘dispersed' activity is particularly relevant.The paper will thus focus on such an event called Tourism@. This major event gathers the main actors of e-tourism and is dedicated to the usages of ICT in the tourism industry. It appears as a unique international trade fair in Europe dedicated to start up innovative companies, high tech SMEs, academic research, as well as large multinationals. Tourism@' specificity lies in the fact that each year, since 2001, the event includes the organization of a competition rewarding projects for their creativity and commitment in developing and implementing either new technologies or new uses for the tourism industry. The projects involved in this competition (175 since 2001) will be the basic elements of the temporal database we have build, in which the nature of the projects is extensively described (nature of the firm, of the technology, of the team, capabilities implemented, level of innovation...). In order to analyze the evolution of innovative activities in e-tourism, the initial step will be to characterize the projects through three main features: the market they address, nature of the technology and their innovative intensity. The study reveals that, each year, a main technology or a main innovation in terms of uses emerges showing some kind of self organization. Then, two points of the case study will be examined: first, the evolution of the dominant technology over time, and secondly, the diffusion of the emerging technology. Therefrom, the empirical study will aim at analyzing if temporary proximity allows the different actors from tourism industry to set up or mobilize knowledge and social links without requiring durable co-location. Furthermore, it will aim at identifying if, in a dynamic context of annual event, the repeated face to face temporary relations can result in trust and durable cooperation between different organizations. It might be expected that Tourism@ trade fair, in the role of a temporary cluster, enables to develop or implement innovative solutions, supports technology transfers and backs the creation of new markets as well as the fostering of horizontal and vertical relations between stakeholders.The paper is structured as follows. First section will investigate the theory field of temporary clusters and question in what extent a temporary cluster can be considered as a specific temporary organization regarding the interactions it support that lead to knowledge creation. Section two will present the Tourism@ case study; the methodology used and will develop the statistical analysis of the database. Lastly, the third section will be dedicated to the discussion of temporary clusters as a specific form of inter-firm organization that allows intensive exchange of knowledge.Knowledge creation; Temporary cluster; Tourism; Technological innovation

Think Local-Act Local: Is It Time to Slow Down the Accelerated Move to Global Marketing?

In view of the accelerated move of great corporations towards global marketing, the strategic changes of such companies raise interesting questions. Is marketing globalization reaching its limits after years of implementation? Is it time for companies to rethink their strategies and move back, like Coca-Cola, to a multi-domestic marketing approach?Global Marketing, Multi-Domestic Marketing Approach, Brand Equity, Drawbacks of Marketing Globalization, Coca-Cola

Usages of the internet and e-tourism. Towards a new economy of tourism

This paper analyses the impact of internet on the organization of industry and the marketdynamics in the tourism activities, focusing in the European scene. Tourism incorporates many features ofthe contemporaneous information and communication economy. Even if e-tourism still stands for a smallshare of the whole tourism activity, the paper establishes that the internet basically explains theorganization of the activities and markets that emerge today. A relevant analytical framework able toapprehend these dynamics is first defined. The concept of sectoral system of production and innovation isshown to provide a relevant analytical framework to grasp the basic changes of the tourism industry. Thepaper enlightens on this basis the evolution resulting from the emergence of e-tourism and the uses ofinternet, their impacts on the coordination of the activities and the markets, with a special focus on theEuropean caseTourism; Sectoral Systems of Production and Innovation;ICT; Virtual Communities; GDS

Innovation in Marketing Channels

In more recent years, the context of globalization in which market channel structures and strategies are developing is bringing to a more complex concept of marketing channels, with disintermediation or reintermediation, multichanneling and new roles/specializations that are emerging as new issues.In this context, innovation in marketing channels becomes a complex, multiorganizational, multidisciplinary activity that requires collaboration and interactions across various entities within the supply chain network. In recent years, the innovation processes in marketing channels have occurred with high intensity and speed, especially following the changes spurred by technology that allowed the adoption of more efficient organizational solutions.Retail; Channel Structure; Innovation in Marketing Channels; Retail Technological Innovation; Global Markets