Key Management Tools for Managing Tourism Firms and Destinations
Silvia Baiocco - Tor Vergata University of Rome, Faculty of Management & Law, Via Columbia 2, Rome, Italy
Paola M . A. Paniccia - Tor Vergata University of Rome, Faculty of Management & Law, Via Columbia 2, Rome, Italy
DOI: https://doi.org/10.31410/tmt.2022-2023.1
Silvia Baiocco - Tor Vergata University of Rome, Faculty of Management & Law, Via Columbia 2, Rome, Italy
Paola M . A. Paniccia - Tor Vergata University of Rome, Faculty of Management & Law, Via Columbia 2, Rome, Italy
DOI: https://doi.org/10.31410/tmt.2022-2023.1
7th International Thematic Monograph - Modern Management Tools and Economy of Tourism Sector in Present Era, Belgrade, 2022/2023, Published by: Association of Economists and Managers of the Balkans in cooperation with the Faculty of Tourism and Hospitality, Ohrid, North Macedonia; ISSN 2683-5673, ISBN 978-86-80194-56-1 ; Editors: Vuk Bevanda, associate professor, Faculty of Social Sciences, Belgrade, Serbia; Snežana Štetić, full time professor, The College of Tourism, Belgrade, Serbia, Printed by: SKRIPTA International, Belgrade
Abstract: This chapter offers a sufficiently exhaustive overview of some key management tools appropriately selected by the authors. Given the close interconnection between tourism firms and destinations, its premise is that sustainable tourism paths can take place if both attempt to properly manage their common problems in the continuous adaptation to environmental evolutions. To do so, some tools consolidated in management literature, but still overlooked in tourism research and practice, can be valid support for tourism firms and destinations to analyze their external and internal environments. It is a basic condition to develop adequate knowledge of new opportunities and challenges deriving from the interplay between socioeconomic and environmental systems, acting accordingly. Therefore, these tools are needed to improve the impact of sustainable tourism through the propagation of sustainable business models. The chapter represents one of the very few attempts to point out the effectiveness of their joint consideration.
Keywords: External environment; Internal environment; Competitive positioning
REFERENCES
Aldrich, H. E. (Eds.). (2011). An evolutionary approach to entrepreneurship: Selected essays by Howard E. Aldrich. Cheltenham: Edward Elgar. https://doi.org/10.4337/9781035305759
Ansoff, I. (1957). Strategies for diversification. Harvard Business Review, 35(5), 113–124.
Benson, J. K. (1977). Organisations: A dialectical view. Administrative Science Quarterly, 1, 1–21. https://doi.org/10.2307/2391741
Boschma, R., & Martin, R. (2010). The Aims and Scope of Evolutionary Economic Geography. The Handbook of Evolutionary Economic Geography. https://doi.org/ 10.4337/9781849806497.00007
Brouder, P., & Eriksson, R. H. (2013). Tourism evolution: On the synergies of tourism studies and evolutionary economic geography. Annals of Tourism Research, 43, 370-389. https://doi. org/10.1016/j.annals.2013.07.001
Buhalis, D., & Law, R. (2008). Progress in information technology and tourism management: 20 years on and 10 years after the Internet—The state of eTourism research. Tourism Management, 29(4), 609-623. https://doi.org/10.1016/j.tourman.2008.01.005
Cafferata, R. (2016). Darwinist connections between the systemness of social organizations and their evolution. Journal of Management & Governance, 20(1), 19-44. https://doi.org/10.1007/ s10997-014-9303-z
Cafferata, R. (2018). Management in adattamento: tra razionalità economica, evoluzione e imperfezione dei sistemi. Bologna: il Mulino.
Dobbs, M. E. (2014). Guidelines for applying Porter's five forces framework: a set of industry analysis templates. Competitiveness Review, 24(1), 32-45. https://doi.org/10.1108/cr-06-2013-0059
Freytag, P. V., & Hjalager, A.-M. (2021). The Coextension of Food and Tourism Business Models. Journal of Gastronomy and Tourism, 5(3), 163-175. https://doi.org/10.3727/21692972 1x16105303036517
Gretzel, U., Sigala, M., Xiang, Z., & Koo, C. (2015). Smart tourism: foundations and developments. Electronic Markets, 25(3), 179-188. https://doi.org/10.1007/s12525-015-0196-8
Guttentag, D. (2015). Airbnb: disruptive innovation and the rise of an informal tourism accommodation sector. Current issues in Tourism, 18(12), 1192-1217. https://doi.org/10.1080/13683500 .2013.827159
Hjalager, A.-M., & Madsen, E. L. (2018). Business Model Innovation in Tourism: Opportunities and Challenges. The SAGE Handbook of Tourism Management: Theories, Concepts and Disciplinary Approaches to Tourism, 373-389. https://doi.org/10.4135/9781526461452.n22
Hofstede, G. (1991). Cultures and organizations: Software of the mind. New York: McGrawHill.
Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions and organizations across nations. Sage Publications.
Hrebiniak, L. G., & Joyce, W. F. (1985). Organizational Adaptation: Strategic Choice and Environmental Determinism. Administrative Science Quarterly, 30(3), 336–349. https://doi. org/10.2307/2392666
Huseynli, N. (2022). Econometric analysis of the relationship between tourism revenues, inflation and economic growth: The case of Morocco and South Africa. African Journal of Hospitality, Tourism and Leisure, 11(1), 135-146. https://doi.org/10.46222/ajhtl.19770720.216
Martins, L. F., Gan, Y., & Ferreira-Lopes, A. (2017). An empirical analysis of the influence of macroeconomic determinants on World tourism demand. Tourism management, 61, 248- 260. https://doi.org/10.1016/j.tourman.2017.01.008
Mellon, V., & Bramwell, B. (2016). Protected area policies and sustainable tourism: influences, relationships and co-evolution. Journal of Sustainable Tourism, 24(10), 1369-1386. https://doi. org/10.1080/09669582.2015.1125909
Meyer, N., Niemand, T., Davila, A., & Kraus, S. (2022). Biting the bullet: When self-efficacy mediates the stressful effects of COVID-19 beliefs. Plos one, 17(1), https://doi.org/10.1371/journal.pone.0263022
Moreno-Peñaranda, R., & Kallis, G. (2010). A coevolutionary understanding of agroenvironmental change: a case-study of a rural community in Brazil. Ecological Economics, 69(4), 770–778. https://doi.org/10.1016/j.ecolecon.2009.09.010
Norgaard, R. B. (1994). Development betrayed: The end of progress and a co-evolutionary revisioning of the future. Routledge.
OECD. (2020). Rebuilding tourism for the future: COVID-19 policy responses and recovery. Available online: https://www.oecd.org/coronavirus/policy-responses/rebuilding-tourism-for-the-future-covid-19-policy-responses-and-recovery-bced9859/
Okumus, F., Altinay, L., Chathoth, P., & Koseoglu, M. A. (2019). Strategic management for hospitality and tourism. https://doi.org/10.4324/9781351188517
Paniccia, P. M. A., & Baiocco, S. (2021). Interpreting sustainable agritourism through coevolution of social organizations. Journal of Sustainable Tourism, 29(1), 87–105. https://doi.org/10.108 0/09669582.2020.1817046
Paniccia, P. M. A., & Basciano, M. (2014). Modelli e tecniche di management applicati all’impresa turistica. Torino: Giappichelli.
Paniccia, P. M. A., & Leoni, L. (2019). Coevolution in tourism: The case of Albergo Diffuso. Current Issues in Tourism, 22(10), 1216–1243. https://doi.org/10.1080/13683500.2017.1367763
Paniccia, P. M. A., Leoni, L., & Baiocco, S. (2017). Interpreting sustainability through coevolution: Evidence from Religious Accommodations in Rome. Sustainability, 9(12), 2301. https:// doi.org/10.3390/su9122301
Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. New York: The Free Press.
Porter, M. E. (1998). Competing across locations: Enhancing competitive advantage through a global strategy. Harvard Business School Press.
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 25–40.
Prebensen, N. K., & Foss, L. (2011). Coping and co‐creating in tourist experiences. International Journal of Tourism Research, 13(1), 54-67. https://doi.org/10.1002/jtr.799
Reinhold, S., Zach, F. J., & Krizaj, D. (2019). Business models in tourism–state of the art. Tourism Review, 74(6), 1120–1134. https://doi.org/10.1108/tr-02-2018-0027
Roper, A., & Hodari, D. (2015). Strategy tools: Contextual factors impacting use and usefulness. Tourism management, 51, 1-12. https://doi.org/10.1016/j.tourman.2015.04.001
Sigala, M. (2020). Tourism and COVID-19: Impacts and implications for advancing and resetting industry and research. Journal of Business Research, 117, 312–321. https://doi.org/10.1016/j. jbusres.2020.06.015
Souto, J. E. (2015). Business model innovation and business concept innovation as the context of incremental innovation and radical innovation. Tourism Management, 51, 142–155. https:// doi.org/10.1016/j.tourman.2015.05.017
UNWTO. (2020). World tourism barometer. Special focus on the impact of COVID-19. 18, 2, May, 1–22. https://www.e-unwto.org/doi/pdf/10.18111/9789284421817
Van Assen, M., Van den Berg, G., & Pietersma, P. (2009). Key management models: The 60+ models every manager needs to know. Pearson Education.
Weick, K. (1969). The social psychology of organizing. New York: Random House.
Weiermair, K., Go, F., Keller, P., & Pechlaner, H. (Eds.). (2010). Entrepreneurship and innovation in tourism (97–116). Berlin: Erich Schmidt Verlag.
Xu, H., & Dai, S. (2012). A system dynamics approach to explore sustainable policies for Xidi, the world heritage village. Current Issues in Tourism, 15(5), 441–459. https://doi.org/10.1080/13 683500.2011.610499
Keywords: External environment; Internal environment; Competitive positioning
REFERENCES
Aldrich, H. E. (Eds.). (2011). An evolutionary approach to entrepreneurship: Selected essays by Howard E. Aldrich. Cheltenham: Edward Elgar. https://doi.org/10.4337/9781035305759
Ansoff, I. (1957). Strategies for diversification. Harvard Business Review, 35(5), 113–124.
Benson, J. K. (1977). Organisations: A dialectical view. Administrative Science Quarterly, 1, 1–21. https://doi.org/10.2307/2391741
Boschma, R., & Martin, R. (2010). The Aims and Scope of Evolutionary Economic Geography. The Handbook of Evolutionary Economic Geography. https://doi.org/ 10.4337/9781849806497.00007
Brouder, P., & Eriksson, R. H. (2013). Tourism evolution: On the synergies of tourism studies and evolutionary economic geography. Annals of Tourism Research, 43, 370-389. https://doi. org/10.1016/j.annals.2013.07.001
Buhalis, D., & Law, R. (2008). Progress in information technology and tourism management: 20 years on and 10 years after the Internet—The state of eTourism research. Tourism Management, 29(4), 609-623. https://doi.org/10.1016/j.tourman.2008.01.005
Cafferata, R. (2016). Darwinist connections between the systemness of social organizations and their evolution. Journal of Management & Governance, 20(1), 19-44. https://doi.org/10.1007/ s10997-014-9303-z
Cafferata, R. (2018). Management in adattamento: tra razionalità economica, evoluzione e imperfezione dei sistemi. Bologna: il Mulino.
Dobbs, M. E. (2014). Guidelines for applying Porter's five forces framework: a set of industry analysis templates. Competitiveness Review, 24(1), 32-45. https://doi.org/10.1108/cr-06-2013-0059
Freytag, P. V., & Hjalager, A.-M. (2021). The Coextension of Food and Tourism Business Models. Journal of Gastronomy and Tourism, 5(3), 163-175. https://doi.org/10.3727/21692972 1x16105303036517
Gretzel, U., Sigala, M., Xiang, Z., & Koo, C. (2015). Smart tourism: foundations and developments. Electronic Markets, 25(3), 179-188. https://doi.org/10.1007/s12525-015-0196-8
Guttentag, D. (2015). Airbnb: disruptive innovation and the rise of an informal tourism accommodation sector. Current issues in Tourism, 18(12), 1192-1217. https://doi.org/10.1080/13683500 .2013.827159
Hjalager, A.-M., & Madsen, E. L. (2018). Business Model Innovation in Tourism: Opportunities and Challenges. The SAGE Handbook of Tourism Management: Theories, Concepts and Disciplinary Approaches to Tourism, 373-389. https://doi.org/10.4135/9781526461452.n22
Hofstede, G. (1991). Cultures and organizations: Software of the mind. New York: McGrawHill.
Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions and organizations across nations. Sage Publications.
Hrebiniak, L. G., & Joyce, W. F. (1985). Organizational Adaptation: Strategic Choice and Environmental Determinism. Administrative Science Quarterly, 30(3), 336–349. https://doi. org/10.2307/2392666
Huseynli, N. (2022). Econometric analysis of the relationship between tourism revenues, inflation and economic growth: The case of Morocco and South Africa. African Journal of Hospitality, Tourism and Leisure, 11(1), 135-146. https://doi.org/10.46222/ajhtl.19770720.216
Martins, L. F., Gan, Y., & Ferreira-Lopes, A. (2017). An empirical analysis of the influence of macroeconomic determinants on World tourism demand. Tourism management, 61, 248- 260. https://doi.org/10.1016/j.tourman.2017.01.008
Mellon, V., & Bramwell, B. (2016). Protected area policies and sustainable tourism: influences, relationships and co-evolution. Journal of Sustainable Tourism, 24(10), 1369-1386. https://doi. org/10.1080/09669582.2015.1125909
Meyer, N., Niemand, T., Davila, A., & Kraus, S. (2022). Biting the bullet: When self-efficacy mediates the stressful effects of COVID-19 beliefs. Plos one, 17(1), https://doi.org/10.1371/journal.pone.0263022
Moreno-Peñaranda, R., & Kallis, G. (2010). A coevolutionary understanding of agroenvironmental change: a case-study of a rural community in Brazil. Ecological Economics, 69(4), 770–778. https://doi.org/10.1016/j.ecolecon.2009.09.010
Norgaard, R. B. (1994). Development betrayed: The end of progress and a co-evolutionary revisioning of the future. Routledge.
OECD. (2020). Rebuilding tourism for the future: COVID-19 policy responses and recovery. Available online: https://www.oecd.org/coronavirus/policy-responses/rebuilding-tourism-for-the-future-covid-19-policy-responses-and-recovery-bced9859/
Okumus, F., Altinay, L., Chathoth, P., & Koseoglu, M. A. (2019). Strategic management for hospitality and tourism. https://doi.org/10.4324/9781351188517
Paniccia, P. M. A., & Baiocco, S. (2021). Interpreting sustainable agritourism through coevolution of social organizations. Journal of Sustainable Tourism, 29(1), 87–105. https://doi.org/10.108 0/09669582.2020.1817046
Paniccia, P. M. A., & Basciano, M. (2014). Modelli e tecniche di management applicati all’impresa turistica. Torino: Giappichelli.
Paniccia, P. M. A., & Leoni, L. (2019). Coevolution in tourism: The case of Albergo Diffuso. Current Issues in Tourism, 22(10), 1216–1243. https://doi.org/10.1080/13683500.2017.1367763
Paniccia, P. M. A., Leoni, L., & Baiocco, S. (2017). Interpreting sustainability through coevolution: Evidence from Religious Accommodations in Rome. Sustainability, 9(12), 2301. https:// doi.org/10.3390/su9122301
Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. New York: The Free Press.
Porter, M. E. (1998). Competing across locations: Enhancing competitive advantage through a global strategy. Harvard Business School Press.
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 25–40.
Prebensen, N. K., & Foss, L. (2011). Coping and co‐creating in tourist experiences. International Journal of Tourism Research, 13(1), 54-67. https://doi.org/10.1002/jtr.799
Reinhold, S., Zach, F. J., & Krizaj, D. (2019). Business models in tourism–state of the art. Tourism Review, 74(6), 1120–1134. https://doi.org/10.1108/tr-02-2018-0027
Roper, A., & Hodari, D. (2015). Strategy tools: Contextual factors impacting use and usefulness. Tourism management, 51, 1-12. https://doi.org/10.1016/j.tourman.2015.04.001
Sigala, M. (2020). Tourism and COVID-19: Impacts and implications for advancing and resetting industry and research. Journal of Business Research, 117, 312–321. https://doi.org/10.1016/j. jbusres.2020.06.015
Souto, J. E. (2015). Business model innovation and business concept innovation as the context of incremental innovation and radical innovation. Tourism Management, 51, 142–155. https:// doi.org/10.1016/j.tourman.2015.05.017
UNWTO. (2020). World tourism barometer. Special focus on the impact of COVID-19. 18, 2, May, 1–22. https://www.e-unwto.org/doi/pdf/10.18111/9789284421817
Van Assen, M., Van den Berg, G., & Pietersma, P. (2009). Key management models: The 60+ models every manager needs to know. Pearson Education.
Weick, K. (1969). The social psychology of organizing. New York: Random House.
Weiermair, K., Go, F., Keller, P., & Pechlaner, H. (Eds.). (2010). Entrepreneurship and innovation in tourism (97–116). Berlin: Erich Schmidt Verlag.
Xu, H., & Dai, S. (2012). A system dynamics approach to explore sustainable policies for Xidi, the world heritage village. Current Issues in Tourism, 15(5), 441–459. https://doi.org/10.1080/13 683500.2011.610499
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