scholarly journals A Conceptual Study of the Strategic Role of Gastronomy in Tourism Destinations

2020 ◽  
Author(s):  
Faruk Seyitoğlu ◽  
Stanislav Hristov Ivanov
Keyword(s):  
Strategic Management ◽  
Resource Based View ◽  
Positioning Strategy ◽  
Emergent Strategy ◽  
Strategic Role ◽  
Food Image ◽  
Tourism Destinations ◽  
Conceptual Study ◽  
Theoretical Foundations

The present study aims to discuss the strategic role of gastronomy in destinations. The study utilised the three theoretical foundations of strategic management, namely Resource-Based View (RBV), Emergent Strategy (ES) and Positioning Strategy (PS). Several concepts from the field of gastronomy were used, such as gastronomic identity, tourist behaviours (motivation, experience, consumption), a sense of place, and food image. Utilizing this multi-disciplinary literature, the present study provides an integrative review of developing a model explaining the strategic role of gastronomy in tourism destinations. The predictions of the model are supported by the conceptual and empirical findings of earlier studies.

Digitalization as Part of Tourism Brand Development

2015 ◽  
Vol 6 (4) ◽  
pp. 54-78
Author(s):  
Petra Merenheimo ◽  
Rauno Rusko
Keyword(s):  
Peer Production ◽  
Current Development ◽  
Web Based ◽  
Resource Based View ◽  
Santa Claus ◽  
Brand Development ◽  
Tourism Destinations ◽  
Destination Brand ◽  
The Web

Gradually, digitalization and the Web have become an important part of tourism products. This development has been unnoticeable, but undeniable. Active customers are, via the Web, co-creating and participating in the product development of tourism destinations, especially in the form of brand development. In fact, it is possible to attribute the current development of new tourism destinations to peer production or “crowdsourcing.” This study focuses on the role Web-based platforms play in destination brand development, using the examples of two seemingly nearly similar Christmas tourism destinations as case studies: Santa Claus, Indiana, and Santa Claus Village, Rovaniemi. The study highlights the contribution this kind of customer-oriented digitalization makes to creating a competitive advantage, even a sustainable one, for tourism products with theoretical connections to a resource-based view (RBV). In digitalization, the role of the consumer as a “prosumer,” and potentially as a part of an organization's resources in a sense of RBV, is a fresh and challenging perspective that this study will introduce.

Knowledge Strategic Management in the Hospital Industry

2005 ◽  
pp. 304-320
Author(s):  
Ana Karina Marimon da Cunha ◽  
Ely Laureano Paiva
Keyword(s):  
Strategic Management ◽  
Management Practice ◽  
Hospital Industry ◽  
Strategic Process ◽  
Proposed Model ◽  
Strategic Role ◽  
Multiple Case ◽  
Clear Idea ◽  
The Relationship

This work examines the role of knowledge in the strategic process in the hospital industry. The research method consists of multiple case studies with eight hospitals located in Brazil. We analyzed the relationship among information, knowledge and capability creation. The cases shown that knowledge dissemination is a current management practice. Nevertheless, just one case presented a clear idea of the strategic role of knowledge management. Based on this evidence, we propose a three-step theoretical model related to the strategic management of knowledge. Most of the cases analyzed are in the first stage of the proposed model. On the other hand, the hospital in the third stage presented the following characteristics: a clear strategic focus related to knowledge access, dissemination and application, a mix of formal and informal practices related to knowledge creation, and a propitious internal environment in order to develop its capabilities.

scholarly journals ANTI-CRISIS STRATEGY EXECUTION AT A FUNCTIONAL LEVEL OF MANAGEMENT

2014 ◽  
pp. 82-87
Author(s):  
S. Y. Kuznetsov
Keyword(s):  
Strategic Management ◽  
Strategic Alignment ◽  
Theory And Practice ◽  
Successful Implementation ◽  
Strategy Execution ◽  
Short Term ◽  
Functional Efficiency ◽  
Strategic Role

Theory and practice of strategic management requires strengthening the role of functional execution of strategy to effectively address issues of balancing long-term and short-term objectives, the successful implementation of strategy under the strategic plan, strategic alignment of functional management of a firm. Reasons for the increase in importance of functional strategies’ level reflect the formation of different kinds of rivalry capabilities of a firm. Functional efficiency of management is being measured. Strategic role of top management in the organization is about to change.

Digitalization as Part of Tourism Brand Development

2019 ◽  
pp. 995-1021
Author(s):  
Petra Merenheimo ◽  
Rauno Rusko
Keyword(s):  
Peer Production ◽  
Current Development ◽  
Web Based ◽  
Resource Based View ◽  
Santa Claus ◽  
Brand Development ◽  
Tourism Destinations ◽  
Destination Brand ◽  
The Web

Gradually, digitalization and the Web have become an important part of tourism products. This development has been unnoticeable, but undeniable. Active customers are, via the Web, co-creating and participating in the product development of tourism destinations, especially in the form of brand development. In fact, it is possible to attribute the current development of new tourism destinations to peer production or “crowdsourcing.” This study focuses on the role Web-based platforms play in destination brand development, using the examples of two seemingly nearly similar Christmas tourism destinations as case studies: Santa Claus, Indiana, and Santa Claus Village, Rovaniemi. The study highlights the contribution this kind of customer-oriented digitalization makes to creating a competitive advantage, even a sustainable one, for tourism products with theoretical connections to a resource-based view (RBV). In digitalization, the role of the consumer as a “prosumer,” and potentially as a part of an organization's resources in a sense of RBV, is a fresh and challenging perspective that this study will introduce.

Development of Strategic Entrepreneurship in Small and Medium-Sized Tourism Enterprises: The Role of Coopetition

2020 ◽  
Vol 26 (9) ◽  
pp. 1026-1042
Author(s):  
M. Hasan Agha
Keyword(s):  
Qualitative Study ◽  
Strategic Management ◽  
Strategic Entrepreneurship ◽  
Strategic Model ◽  
Tourism Sector ◽  
Tourism Enterprises ◽  
Conceptual Study ◽  
Gain Access ◽  
Critical Resources

Aim. The presented study aims to assess the potential of coopetition as an additional strategy to creating an integrated model for managing strategic entrepreneurship in the tourism sector.Tasks. The authors define the concept of strategic entrepreneurship; determine and analyze the concept of coopetition; formulate the concept of strategic entrepreneurship in tourism; present the results of a qualitative study aimed at determining the most important forms of cooperation between tourism companies.Methods. This conceptual study relies heavily on the examined literature, on theoretical reasons for using strategic entrepreneurship and coopetition in tourism enterprises, and on a qualitative study aimed at identifying meaningful areas of cooperation with competitors. Results. Strategic entrepreneurship is a new field based on the integration of entrepreneurship and strategic management. If used by the management, it can significantly boost the company’s performance. However, in small and medium-sized tourism enterprises, critical resources are usually limited. As a result, they have to cooperate with competitors to gain access to additional assets and opportunities. Coopetition is used as part of the strategic activities of tourism enterprises to provide the missing resources and promote innovations that could help satisfy the needs of tourists. Conclusions. Ccoopetition as an additional strategy will improve the strategic model of entrepreneurship, helping tourism enterprises achieve better performance.

scholarly journals Strategic Management of Human Resources For Global Competitive Advantage

1970 ◽  
Vol 18 (1) ◽  
pp. 1-24
Author(s):  
Abagail McWilliams ◽  
David Van Fleet ◽  
Patrick Wright
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Multinational Firms ◽  
Resource Based View ◽  
Labor Pools

This article extends the literature on the role of human resources in globalcompetitiveness by focusing on the ability of transnational firms to create asustainable competitive advantage through the strategic management of theirwork force. We focus on the ability of managers to strategically draw frommultiple human resource labor pools, creating a competitive advantage fortransnational firms vis-a-vis domestic and multinational firms. A model, whichextends the resource-based view of the firm, is developed.

scholarly journals The role of tradition for food and wine producing firms in times of an unprecedented crisis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alessandro Bressan ◽  
Abel Duarte Alonso ◽  
Oanh Thi Kim Vu ◽  
Lan Thi Ha Do ◽  
Wil Martens
Keyword(s):  
Online Survey ◽  
Dynamic Capabilities ◽  
Small Scale ◽  
Theoretical Understanding ◽  
Resource Based View ◽  
Content Type ◽  
Wine Sector ◽  
Third Dimension ◽  
Theoretical Foundations

PurposeThe purpose of the present study is twofold. First, the study will investigate the importance of tradition for businesses operating during the COVID-19 crisis, notably, as a valuable proposition and strategy. Second, the study seeks to advance theoretical understanding, proposing two frameworks based upon emerging dimensions, the resource-based view and dynamic capabilities.Design/methodology/approachAn online survey gathered the views of 107 predominantly micro and small-scale owner-manager and family-owned firms involved in the food and wine sector. These participants are based in Italy, one of the hardest-hit countries in the crisis.FindingsThree fundamental dimensions emerge from the findings. The first, “embedded advantage”, concerns firms' more direct involvement and tradition-related actions. The second, “active advantage”, highlights the already established value of tradition, for example, through firm identity gained, well-established roots and firm culture. The third dimension, “strategic fusion”, underscores the importance of upgrading the business model, where innovation complements tradition strategically.Originality/valueThe study's revealed dimensions provide new conceptual perspectives to understand tradition in the context of firms confronting an unprecedented event. The first proposed theoretical framework illustrates that firms appear to mainly rely on tradition as the fundamental pillar of their overall strategy. Additionally, other firms engage in actions to consolidate tradition's strategic significance, while others embrace innovation to further strengthen their competitiveness. The second framework emphasises relations between these dimensions and key attributes associated with the two adopted theoretical foundations, where the need to “reconfigure tradition” clearly emerges.

Co-Creating the Christmas Story

2017 ◽  
pp. 137-157
Author(s):  
Rauno Rusko ◽  
Petra Merenheimo
Keyword(s):  
Brand Management ◽  
Web Based ◽  
Resource Based View ◽  
Brand Building ◽  
Santa Claus ◽  
Brand Development ◽  
Development Processes ◽  
Tourism Destinations ◽  
Destination Brand

Digitalization can be regarded as a megatrend which results that both brand building and brand management must adapt to new challenges. The growing role of digitizing points to both challenges and risks, as well as to opportunities. This chapter conceptualizes digitizing as a resource for brand development with the help of two tourism destinations. It focuses on the role Web-based platforms play in destination brand development, using the examples of two seemingly nearly similar Christmas tourism destinations as case studies: Santa Claus, Indiana, and Santa Claus Village, Rovaniemi. The chapter highlights the contribution of a customer-oriented digitalization to creating a competitive advantage, even a sustainable one, for tourism destinations with theoretical connections to a resource-based view (RBV) and discusses its potential for incremental and radical innovative brand development processes.

Strategic Role of Mandated Corporate Social Responsibility: The India Story

2019 ◽  
Vol 2 (2) ◽  
pp. 132-162
Author(s):  
Nayan Mitra
Keyword(s):  
Developing Countries ◽  
Corporate Social Responsibility ◽  
Firm Performance ◽  
Social Responsibility ◽  
Strategic Management ◽  
Mediating Role ◽  
Strategic Role ◽  
Corporate Social

The concept of corporate social responsibility (CSR) is changing from charity and philanthropy to structures and mandates; from voluntary to statutory! Moreover, with the introduction of this mandated CSR in India, there is a sudden surge in CSR research and the differences in the concept of CSR between developed and developing countries have become evident. It is in this perspective that this research aims to study the macro structure of CSR in India; understand its CSR mandate and document the different tenets of this CSR mandate as found in literature. In the micro context, it also analyzes the mediating role of the (variable) corporate social responsibility (VCSR) between strategic management and firm performance.

Sign in / Sign up

Export Citation Format

Share Document