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Förderung der Strategiefähigkeit touristischer Unternehmen durch nationale Tourismuspolitiken
Abstract
Zusammenfassung
Steigende Anforderungsprofile für Tourismusbetriebe im Kontext der Internationalisierung verlangen nach strategischen Ansätzen. Damit erhält die Strategiefähigkeit der Betriebe eine erhöhte Bedeutung bei Förderungen durch die Tourismuspolitik. Dieser Beitrag greift auf ein planungsorientiertes Prozessmodell des strategischen Managements zur Erklärung der Strategiefähigkeit zurück. Entsprechend werden in strategischen Prozessen tourismusspezifische Ansatzpunkte starker Strategiefähigkeit diskutiert und abgeleitet. Daran angelehnt wird in einer pragmatischen Analyse die Förderwirkung von tourismuspolitischen Instrumenten und Massnahmen der Schweiz und Österreich auf die Strategiefähigkeit untersucht. Die Tourismuspolitik kann vor allem über Anreizsysteme eine positive Förderwirkung auf die drei Hauptprozesse der Strategiefähigkeit bei Betrieben erzielen und so versuchen, die Wettbewerbsfähigkeit zu fördern.
... Gronau & Groß, 2019;Mailer et al., 2019), der Fachkräftemangel (vgl. Küblböck & Standar, 2016), die Internationalisierung mit den wachsenden Ansprüchen der verschiedenen Gästeklientel (Peters, 2018;Tanner et al., 2018) sowie die Einbindung digitaler Tools sind nur einige Beispiele. Dass die Tourismusbranche einer gewissen Anfälligkeit für Krisen unterliegt, liegt in ihrer Natur (Gössling et al., 2020;Zhong et al., 2021) und konnte an Orten, die beispielsweise von Naturkatastrophen, Terrorismus, Kriminalität oder politischen Unruhen geprägt waren, sofort durch das Ausbleiben von TouristInnen beobachtet werden. ...
Zusammenfassung
Dieser Beitrag untersucht, ob externe Interventionen, in Form von Forschung und/oder Wissenschaftskommunikation, als Mediator für Innovationen in Krisenzeiten in der Tourismusbranche fungieren können. Dabei wird anhand dreier Case Studies diskutiert, inwiefern die Corona-Krise ein Window-of-opportunity für innovative Geschäftsmodelle im Tourismus darstellen konnte. Die Projektergebnisse geben Hinweise darauf, dass Krisen im Allgemeinen und Wissenschaftskommunikation im Speziellen als Push-Faktoren Innovationen befördern können. Zwar kam es bei den Projektpartnern zu einer Entwicklung von Innovationen im Projektzeitraum, jedoch wurde die Implementierung vermehrt in eine unbestimmte Zukunft verschoben. Durch die damit verbundene Rückkehr zum Status-Quo blieben die angestoßenen Innovationen zu einem Großteil auf einer konzeptionellen Ebene. Dies deutet auf eine Attitude-behavior-gap in Bezug auf die Schaffung und Umsetzung von Innovationen in Krisenzeiten.
Tourism is highly responsive to crises, disasters and violence. Accordingly, the long-term development is uncertain. The Corona pandemic has shown how vulnerable tourism is to external influences. In times of crisis, domestic and regional tourism is less prone to disruption than international or global tourism.
Der Tourismus reagiert stark auf Krisen, Katastrophen und Gewalt. Entsprechend unsicher ist die längerfristige Entwicklung. Die Corona-Pandemie hat gezeigt, wie anfällig der Tourismus für äußere Einflüsse ist. In Krisenzeiten erweist sich der Binnen- und Nahtourismus als weniger störungsanfällig als der internationale oder globale Tourismus.
The article explores the concept of cocreation of value, defined as the tourist’s interest in mental and physical participation in an activity and its role in tourist experiences. Based on the theoretical perspective of “the new service-dominant logic,” customer participation in tourist experiences is explored and tested as a moderating variable on the perceived value – satisfaction relationship. In essence, the customer partakes mentally and physically in an experience, which moderates the role that experience value has on overall satisfaction. The study thus hypothesizes that the higher the level of participation, the stronger the experience value–satisfaction link becomes and vice versa. Using a sample drawn from tourists in Norway, the results confirm that experience value is an effective predictor of tourist satisfaction. The study reveals that the level of cocreation moderates the effect between the experience value of winter tourism activities and satisfaction.
Innovation is a means for obtaining competitive advantages in the tourism and hospitality sectors. However, the innovations, knowledge, and technologies acquired may be easily accessible for competitors. This study, which is based on interviews with 115 senior managers, seeks to show how tourism and hotel firms innovate, and how the achievement of successful innovations is possible. A model for business innovation is proposed, which takes full advantage of internal and external sources of innovation for the generation of sustainable competitive advantages. The findings show the effects of business model innovation and business concept innovation. The adoption of new models and concepts that support innovation are shown to be important. Specifically, the keys to successful incremental and radical innovations lie in adopting a new contextual and conceptual framework through which innovations can occur and customer needs can be met, thereby giving rise to new competitive advantages.
Purpose
– The purpose of this study is to review the hospitality and tourism strategy literature to identify trends related to key topical areas of research. The study objectives include identifying hospitality and tourism strategy challenges; presenting a synthesis of frequent strategy topics; and identifying opportunities for future research.
Design/methodology/approach
– Earlier studies in the hospitality strategy literature were reviewed and synthesized to identify trends, gaps and opportunities.
Findings
– Hospitality strategy research continues to improve and extend the boundaries of strategic thought in the hospitality literature. In assessing the literature from 1980 to 2013, it was apparent that the literature was following the mainstream trend of combining theoretical perspectives to some degree as well as applying more process-based concepts to hospitality strategy research. There were several challenges for propelling hospitality strategy research forward; these included the educational infrastructure, theory development and the quantity and quality of researchers in the field.
Research limitations/implications
– Given the depth and breadth of the strategy topics and research, it was difficult to ensure sufficient coverage was provided in the limited space of one journal article.
Originality/value
– The study provides a good foundational understanding of where the hospitality strategy research had been and the trajectory of where it was headed. Further, it serves as a valuable resource for current researchers and those entering this area of research.
Aims to develop an implementation framework. Further to a critical review of previous research, ten implementation variables were identified and a conceptual framework constructed. The implementation process of a strategic decision was investigated in two international hotel groups via in-depth, semi-structured interviews, observations and documentation analysis. The initial conceptual framework was found to be useful as it grouped key variables together and illustrated their roles when implementing strategic decisions. Three new variables, however, emerged from the findings; namely, multiple project implementation, organisational learning and working with external companies. A revised framework was then proposed and further explanations provided. Concludes by emphasising the importance of contextual variables in implementation and dispels the strategic management notion of “fit”.
The implementation of strategy, directly or indirectly, relates to all facets of management. Therefore, it is essential to follow a holistic approach when analyzing and evaluating complex issues of implementation. However, research in this area is still limited, and offers few practical propositions. Given this situation, this article proposes an implementation framework by identifying key elements/factors of implementation and categorizing them into different groups depending on their role and importance. The role and importance of each implementation factor, as well as its relationship with other factors, are explained. It is believed that the framework developed in this article can assist executives and researchers to better understand and evaluate complex factors of implementation and deal with challenges from a holistic perspective. Suggestions for practice and future research are also given.
Purpose
The purpose of this study is to test the entrepreneurial orientation organization structure‐performance link within the context of the Asian hotel industry.
Design/methodology/approach
Performance was designated as the dependent variable while strategic posture and organization structure were considered the independent variables. Correlation and regression analysis were adopted to test relationships.
Findings
Results suggest that entrepreneurial strategic posture is positively associated with performance. Contrary to expectations, organic structures were negatively associated with performance. The study findings are in support of previous researchers who have suggested that western theories are not easily generalized to a non‐western context.
Research limitations/implications
The cross‐sectional approach adopted in this research does not capture the effects of strategy‐structure alignment over time. The external validity of the results is also limited due to the geographically focused nature of the study sample.
Originality/value
This study offers useful insights for hoteliers based on empirical evidence.
In an era where tourism is dominated by requests for tailored experiences, SMEs play a key role in providing adequate products and services to tourists by responding to their most specific requirements.This paper uses network and clusters as a framework providing SMEs with innovative opportunities to operate in a competitive tourism environment. A review of relevant literature on clusters, networks and tourism business innovation is undertaken, then focusing on the specific issues of Healthy Lifestyle Tourism.The UK ‘Healthy Lifestyle Tourism Cluster’ experience is employed to discuss the process and the implication of network and cluster development in tourism. However, the development of clusters should not be seen as a simple and spontaneous process due to the nature of businesses involved, but as a very complex process linked to strong stakeholder collaboration.
The resource-based view (RBV) of the firm has been around for over twenty years - during which time it has been both widely taken up and subjected to considerable criticism. The authors review and assess the principal critiques evident in the literature, arguing they fall into eight categories. They conclude the RBV’s core message can withstand criticism from five of these quite well provided the RBV’s variables, boundaries and applicability are adequately specified. Three critiques that cannot be readily dismissed call for further theorizing and research. They arise from the indeterminate nature of two of the RBV's basic concepts – resource and value – and the narrow conceptualization of a firm's competitive advantage. The authors feel the RBV community has clung to an inappropriately narrow neo-classical economic rationality, thereby diminishing its opportunities for progress. Their suggestions may assist with developing the RBV into a more viable theory of competitive advantage, especially if it is moved into a genuinely dynamic framework.
Tourismus wird in diesem Lehrbuch interdisziplinär betrachtet, als Wirtschaftsbereich genauso wie als gesellschaftliches Phänomen und unter ökologischem Blickwinkel. Das Buch beruht auf systemtheoretischen Ansätzen, wobei die folgenden Subsysteme gesondert behandelt werden: Nachfrage, Destination, Reisemittlung und Verkehr. Das Buch weist so eine leicht nachvollziehbare didaktische Struktur auf. Klare Begriffsdefinitionen, einprägsame Darstellungen und durchgehende Bezüge zum systemischen Grundmodell erleichtern das Verständnis. Handlungsorientiert werden Planungs- und Entscheidungsansätze aufgearbeitet, jeder Teil ist anhand einer Fallstudie illustriert. Dieser Titel ist auf verschiedenen e-Book-Plattformen (Amazon, Libreka, Libri) auch als e-Pub-Version für mobile Lesegeräte verfügbar.
This paper resolves the long-standing debate between the two dominant process schools in strategy. Analysis of the planning practices of 656 firms shows that formal planning and incrementalism both form part of ‘good’ strategic planning, especially in unstable environments. Environment neither moderates the need for formal planning nor the direction of the planning/performance relationship, but does moderate firm planning capabilities and planning flexibility. In unstable environments planning capabilities are far better developed and formal plans more amenable to change. The planning/performance relationship is, however, moderated by planning duration: at least four years of formal planning are required before external performance associations are noted. Copyright © 1999 John Wiley & Sons, Ltd.
Ein Blick in die aktuelle Wettbewerbslandschaft lässt erkennen, dass durch ein hohes Ausmaß an Spezialisierung die Identifikation und der Zugang zu komplementären Vermögenswerten einen kritischen Aspekt der Innovationsfähigkeit von Unternehmen darstellt (Teece 1986, S. 289; Porter/Stern 2001, S. 28; Faltin 2001, S. 127). Das bedeutet, dass sich Unternehmen in einem Wertschöpfungssystem mit einer spezifischen Kompetenz positionieren, um durch die Interaktion mit anderen Organisationen an der kooperativen Entstehung neuer Produkte und Dienstleistungen teilzunehmen. In diesem Zusammenhang hat in der Innovationsforschung und auch in der Praxis der Terminus ‚Open Innovation‘ und das damit einhergehende Konzept, zur Entstehung eines neuen Verständnisses der Innovationsgenerierung beigetragen. Hierunter ist ein Ansatz zu verstehen, welcher der Annahme unterliegt, dass Firmen externe wie interne Ideen, sowie interne wie externe Marktzugänge nutzen sollten, um ihre Technologien weiterzuentwickeln und zu marktreifen Innovationen zu führen (Chesbrough 2003, S. xxvi).
Zusammenfassung
Innovationen im Tourismus sind aufgrund des zunehmenden Wettbewerbs in der Branche Voraussetzung für den langfristigen wirtschaftlichen Erfolg. Sich ändernde Kundenbedürfnisse und Konkurrenzprodukte führen entlang des Produktlebenszyklus auch bei früher erfolgreichen Destinationen zu einer Stagnations- und Rückgangsphase. Die Innovationsliteratur im Tourismus ist reich an Fallstudien und konzeptionellen Beiträgen zu den verschiedenen Innovationsarten und -typen. Die Entstehungsmechanismen, die Anreize mit den erwarteten Renditen und die dabei entstehenden Kosten sind jedoch bisher kaum untersucht und diskutiert worden. Dabei beobachten wir in Europa gerade in der aktuellen Zeit eine vermehrte Staatsintervention zugunsten einer Innovationsförderung im Tourismus.
Dieser Beitrag untersucht die Eigenschaften touristischer Innovationen. Er fokussiert sich auf die Aspekte des Marktversagens und zeigt auf, wo eine staatliche Innovationsförderung im Tourismus notwendig wird. Eine Vergleichsstudie zwischen ausgewählten Ländern zeigt auf, dass neben wichtigen Gemeinsamkeiten auch programmspezifische Unterschiede bestehen. Die kritische Würdigung schliesst mit Empfehlungen für eine Förderpolitik der touristischen Innovation ab.
Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed across firms and that these differences are stable over time, this article examines the link between firm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage-value, rareness, imitability, and substitutability are discussed. The model is applied by analyzing the potential of several firm resources for generating sustained competitive advantages. The article concludes by examining implications of this firm resource model of sustained competitive advantage for other business disciplines.
The central purpose of this paper is to identify a concept and an analytical framework for evaluating the capability of an organization to undertake strategic action. Implications for theory building and practical application are discussed.
This paper resolves the long-standing debate between the two dominant process schools in strategy. Analysis of the planning practices of 656 firms shows that formal planning and incrementalism both form part of ‘good’ strategic planning, especially in unstable environments. Environment neither moderates the need for formal planning nor the direction of the planning/performance relationship, but does moderate firm planning capabilities and planning flexibility. In unstable environments planning capabilities are far better developed and formal plans more amenable to change. The planning/performance relationship is, however, moderated by planning duration: at least four years of formal planning are required before external performance associations are noted. Copyright © 1999 John Wiley & Sons, Ltd.
This study integrates the Porter's five forces and resource-based approach measuring U.S. hotel performance. The results show that hotels with the advantage of low customer bargaining power and low threat of new hotel entrants exhibit the strong human resource and information technology (IT) strategies. In contrast, hotels with the advantage over existing competitors do not exhibit any significant competitiveness of brand image, human resource, and IT strategies. This dues to different hotels define competitors with various criteria such as proximity and price. Competitive human resource and IT strategies indicate the increase of hotel performance, while competitive brand image strategy has no influence on hotel performance. The competitiveness of brand image strategy may overlap with implementing human resource and IT strategies.
This study investigates whether tourism firms in a developing country, namely Turkey, which adopt one of the four strategic orientations of Miles and Snow (1978), differ based on their financial and non-financial performance. The study results show that there is a difference in both financial and non-financial performance based on the strategic orientations followed by tourism enterprises. Generally, prospectors were found to outperform defenders, whereas analyzers showed a comparable performance to prospectors. The findings of this study imply that in developing countries, tourism businesses may be indifferent when choosing between these two strategies based on their internal characteristics since they yield similar financial results. Specific factors and developments in the macro environment and company-specific factors seem to affect tourism firms' strategic orientation as well as their performance. Better understanding and closer analysis of such factors can help improve the performance of tourism businesses in developing countries. Further research using both perceptual and objective measures is needed to confirm the present results to better assess possible differences in performance among strategic orientations in some other developing countries.
This paper discusses the theoretical underpinnings of consumer experience by examining the definitions of experience and the contextual nature of consumer experiences. It offers a framework to better understand this construct in a hospitality and tourism context. The proposed framework demonstrates the multidimensional facets of the consumer experience. An extensive review of the literature identified three stream of empirical research. The paper suggests that the perception of consumer experience has numerous foundational origins that have complicated its growth as a viable and valued concept. This study proposes a number of emerging themes that give credence and direction to the concept of consumer experiences.
How do strategies form in organizations? Research into the question is necessarily shaped by the underlying conception of the term. Since strategy has almost inevitably been conceived in terms of what the leaders of an organization ‘plan’ to do in the future, strategy formation has, not surprisingly, tended to be treated as an analytic process for establishing long-range goals and action plans for an organization; that is, as one of formulation followed by implementation. As important as this emphasis may be, we would argue that it is seriously limited, that the process needs to be viewed from a wider perspective so that the variety of ways in which strategies actually take shape can be considered.
This literature review of the research in strategic management in the hospitality industry covers the 2 year period of 2002–2003. Using a contingency model framework for the analysis the research reported in refereed journals in the field of hospitality is reported. Additionally, research that considered the context of the hospitality industry but published in non-hospitality refereed journals was also included. Key issues and needs in the area are provided at the conclusion.
While researchers have explored the relationship between customer orientation, entrepreneurship and innovativeness with business performance in different organizations, few such studies exist on the hotel industry. This current work investigates the potential influences of these variables on hotel industry performance. Data for this study was collected through personal questionnaires collected from 156 hotel managers and owners from German and French speaking cantons located in Switzerland in order to examine the interrelation between innovativeness, customer orientation, entrepreneurship and service business performance dimensions (i.e., profit goal achievement, sales goal achievement and ROI achievement). The findings support aspects of prior research, but also provide some new insights by exploring customer orientation and innovativeness simultaneously and revealing how these factors impact upon the performance of the Swiss hotel industry. In the light of existing literature, limitations and future research directions are subsequently addressed.
Over the past two decades, there has been increasing focus on the topic of innovation in tourism. This article reviews the research contributions. Various categories of innovation – product, process, managerial, marketing and institutional – are addressed. Important determinants of innovation are acknowledged, including the role of entrepreneurship, technology push and the existence of territorial industry clusters. Representation of knowledge is also identified as a critical factor for both the occurrence and nature of innovations. The review reveals that there is still only limited systematic and comparable empirical evidence of the level of innovative activities and their impacts and wider implications for destinations and national economies. An agenda for future research is emerging, suggesting that there is quest for both formal quantification and for qualitative studies of the foundations, processes, implications and policies of innovation in tourism.
Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed across firms and that these differences are stable overtime this article examines the link between firm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage—value, rareness, imitability, and substitutability—are discussed. The model is applied by analyzing the potential of several firm resources for generating sustained competitive advantages. The article concludes by examining implications of this firm resource model of sustained competitive advantage for other business disciplines.ABSTRACT FROM AUTHOR
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