Principles of value creation in event tourism: Enhancing the competitiveness of regional clusters

2020 ◽  
Vol 30 (4) ◽  
pp. 437-453
Author(s):  
Chung-Shing Lee ◽  
Drew Martin ◽  
Pi-Feng Hsieh ◽  
Wan-Chen Yu
Keyword(s):  
Value Creation ◽  
Regional Clusters ◽  
Event Tourism

scholarly journals Creating Value with Regional Communities of SMEs

2008 ◽  
pp. 2144-2150
Author(s):  
Cecily Mason ◽  
Tanya Castleman ◽  
Craig Parker
Keyword(s):  
Value Creation ◽  
Small And Medium Enterprises ◽  
Knowledge Exchange ◽  
Specific Knowledge ◽  
Considerable Potential ◽  
Strategic Integration ◽  
Conceptual Argument ◽  
Regional Clusters ◽  
Medium Enterprises ◽  
Global Operations

This article provides a conceptual argument that the knowledge management (KM) approach of communities of practice (CoPs), and their virtual equivalents (VCoPs), can create value for clusters of regional small and medium enterprises (SMEs). The article firstly shows that value creation in regional clusters occurs by encouraging collective learning and reciprocal knowledge exchange. The article then shows that CoPs, and VCoPs in particular, have been the most successful value creation mechanism in large organisations. We argue that VCoPs hold considerable potential for value creation in regional clusters of SMEs by promoting innovation, more effective knowledge sharing, and recognising the value of VCoPs as capital. The strategic integration of SMEs in regional clusters is analogous to large organisations’ global operations. In this environment VCoPs combine industry-specific knowledge with firm specific knowledge and emerge as a new source of social capital.

scholarly journals NETWORKED ECONOMIC VALUE CREATION IN EVENT TOURISM, AN EXPLORATORY STUDY OF TOWNS AND SMALLER CITIES IN THE UK

2020 ◽  
Author(s):  
Mark Norman ◽  
Nana Nyarko
Keyword(s):  
Local Government ◽  
Value Creation ◽  
Economic Value ◽  
Local Networks ◽  
Business Model Canvas ◽  
Wide Range ◽  
Event Tourism ◽  
The Uk ◽  
Survey Responses

This study explores the role of networks in generating economic value for event tourism in towns and smaller cities in the UK. While networks have been shown to create a wide range of value, research in this context is limited and little is understood of if or how economic value is generated. The lens used in this study was the value creating side of the business model canvas with local government organisations as the focal node examining the flow of economic value from partners, activities and resources. There were survey responses from 112 different town and city organisations across the UK. The study found that only the ‘activities’ element of the network contributed significantly to creating economic value in an event tourism context. The network components of ‘partners’ and ‘resources’ were not on their own significant to the creation of economic value. The outcomes of this paper suggest that practitioners in towns and cities should strategise their engagement with local networks through a formal event tourism strategy that clearly defines how they operationalise engagement activities within that network in order the facilitate economic value creation. In addition, the paper raises questions around what resources are needed at the focal node (local government organisations) in order to maximise the economic value created by the network.

Creating Value wit Regional Communities of SMEs

2011 ◽  
pp. 115-123 ◽  
Author(s):  
Cecily Mason ◽  
Tanya Castleman ◽  
Craig Parker
Keyword(s):  
Value Creation ◽  
Small And Medium Enterprises ◽  
Knowledge Exchange ◽  
Specific Knowledge ◽  
Considerable Potential ◽  
Strategic Integration ◽  
Conceptual Argument ◽  
Regional Clusters ◽  
Medium Enterprises ◽  
Global Operations

This article provides a conceptual argument that the knowledge management (KM) approach of communities of practice (CoPs), and their virtual equivalents (VCoPs), can create value for clusters of regional small and medium enterprises (SMEs). The article firstly shows that value creation in regional clusters occurs by encouraging collective learning and reciprocal knowledge exchange. The article then shows that CoPs, and VCoPs in particular, have been the most successful value creation mechanism in large organisations. We argue that VCoPs hold considerable potential for value creation in regional clusters of SMEs by promoting innovation, more effective knowledge sharing, and recognising the value of VCoPs as capital. The strategic integration of SMEs in regional clusters is analogous to large organisations’ global operations. In this environment VCoPs combine industry-specific knowledge with firm specific knowledge and emerge as a new source of social capital.

Value Creation and Sport Management

2010 ◽  
Author(s):  
Sandalio Gomez ◽  
Kimio Kase ◽  
Ignacio Urrutia
Keyword(s):  
Value Creation ◽  
Sport Management

Intangibles and Value Creation in Network Agreements: analysis of Italian firms

2014 ◽  
pp. 45-70 ◽  
Author(s):  
Fabio Caputo ◽  
Barbara Livieri ◽  
Andrea Venturelli
Keyword(s):  
Value Creation

Designing a business unit and creating the first ever responsive kitchen

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Paolo FESTA ◽  
Tommaso CORA ◽  
Lucilla FAZIO
Keyword(s):  
Value Creation ◽  
Product Innovation ◽  
Research Laboratory ◽  
Direct Relationship ◽  
Multidisciplinary Approach ◽  
Design Thinking ◽  
Business Unit ◽  
Qualitative And Quantitative Analysis ◽  
Qualitative And Quantitative ◽  
The Relationship

Is it possible to transform stone into a technological and innovative device? The meeting with one of the main stone transformers in Europe produced the intention of a disruptive operation that could affect the strategy of the whole company. A contagious singularity. By intertwining LEAN methodologies and the human-centric approach of design thinking, we mapped the value creation in the company activating a dialogue with the workers and the management, listening to people, asking for ambitions, discovering problems and the potential of production. This qualitative and quantitative analysis conducted with a multidisciplinary approach by designers, architects and marketing strategists allowed us to define a new method. We used it to design a platform that could let all the players express their potential to the maximum. This is how the group's research laboratory was born, with the aim of promoting the relationship between humans and stone through product innovation. With this goal, we coordinated the new team, developing technologies that would allow creating a more direct relationship between man and surface, making the stone reactive. The result was the first responsive kitchen ever.

Change of Attitude, Technology and Practice: Identifying the Change for Increased Value Creation with Customer Co-creation

2017 ◽  
Vol 5 (1) ◽  
pp. 70-82
Author(s):  
Soumi Paul ◽  
Paola Peretti ◽  
Saroj Kumar Datta
Keyword(s):  
Social Media ◽  
New Product Development ◽  
Value Creation ◽  
Large Scale ◽  
Customer Orientation ◽  
Customer Relationships ◽  
Future Research ◽  
Management Competencies ◽  
Business Decisions ◽  
Prime Concern

Building customer relationships and customer equity is the prime concern in today’s business decisions. The emergence of internet, especially social media like Facebook and Twitter, changed traditional marketing thought to a great extent. The importance of customer orientation is reflected in the axiom, “The customer is the king”. A good number of organizations are engaging customers in their new product development activities via social media platforms. Co-creation, a new perspective in which customers are active co-creators of the products they buy and use, is currently challenging the traditional paradigm. The concept of co-creation involving the customer’s knowledge, creativity and judgment to generate value is considered not only an upcoming trend that introduces new products or services but also fitting their need and increasing value for money. Knowledge and innovation are inseparable. Knowledge management competencies and capacities are essential to any organization that aspires to be distinguished and innovative. The present work is an attempt to identify the change in value creation procedure along with one area of business, where co-creation can return significant dividends. It is on extending the brand or brand category through brand extension or line extension. This article, through an in depth literature review analysis, identifies the changes in every perspective of this paradigm shift and it presents a conceptual model of company-customer-brand-based co-creation activity via social media. The main objective is offering an agenda for future research of this emerging trend and ensuring the way to move from theory to practice. The paper acts as a proposal; it allows the organization to go for this change in a large scale and obtain early feedback on the idea presented. 

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