The quality of networking: collaboration, partnerships, and destination leadership. Piotr Zmyślony, Ph.D. Poznań University of Economics and Business

Transcription

1 The quality of networking: collaboration, partnerships, and destination leadership Piotr Zmyślony, Ph.D. Poznań University of Economics and Business

2 A tourist destination: a set of individual quality activities, products and services

3 A set is not a sum A tourist brings a sum of needs and desires to destination

4 a sum of tourist s needs and desires a set of services and products

5 Why to collaborate? Foto: Flickr CC

6 Why to collaborate? Because of destination product s nature

7 Why to collaborate? Destinations are consumed by tourists as a comprehensive experience and are perceived as delivering one total (overall) product (Buhalis, 2000; Strobl and Peters, 2013) Overall tourism destination product is a bundle of activities, services and benefits that constitute the entire tourist s experience (Middleton, Fyall, and Morgan, 2009) Complex production/creation process: elements of the product are experienced subsequently as the tourist value chain (Poon, 1993; Weiermair, 1997)

8 Destination value chain concept PRE VISIT IMAGE PRE VISIT INFORMATION BOOKING JOURNEY TO DESTINATION PLACES TO EAT INFORMATION IN DESTINATION PLACES TO STAY INITIAL WELCOME ATTRACTIONS AND AMENITIES INFRASTRUC TURE AND ENVIRONMENT FAREWELL AND RETURN JOURNEY POST VISIT IMAGE

9 Overall tourism des/na/on product IMAGE NARRATION THEME TRANSPORT & TRANFER INFOR- MATION ACCOMMO DATION CATERING CONFERENCE SERVICES SOCIAL ACTIVITIES CULTURE LEISURE RECREATION SHOPPING GOODBYES holistic / tourist s view INDIVIDUAL PRODUCTS INDIVIDUAL PRODUCTS INDIVIDUAL PRODUCTS INDIVIDUAL PRODUCTS INDIVIDUAL PRODUCTS INDIVIDUAL PRODUCTS INDIVIDUAL PRODUCTS PRIVATE PUBLIC NON-PROFIT ACTORS PRIVATE PUBLIC NON-PROFIT ACTORS business own view

10 Why to collaborate? Because destination product is heterogeneous

11 Theoretical framework: new insitutionalism Each stakeholder in a destination control various resources, such as: knowledge, expertise, capital, business attitude and power, administrative influence, constituency, but on their own they are unlikely to possess all the resources necessary to achieve their objectives and to plan effecitvely for their future in relation to a significant tourism development issue. (Bramwell, Lane 2000) 11

12 Why to collaborate? To control key resources

13 Theoretical framework: new insitutionalism hierarchy market network 13

14 Why to collaborate? To integrate functional destination s activities

15 What is collaboration? Collaboration occurs when a group of autonomous stakeholders of a problem domain engage in an interactive process, using shared rules, norms, and structures, to act or decide on issues related that domain (Wood and Grey, 1991)

16 Partnerships can be formed with reference to: individual projects tourism planning long-term marketing strategy policy making

17 Collaboration and partnership advantages Synergy between participating organisations Collective learning Knowledge sharing Innovations and adaptations Reduction of risk Avoiding the costs of potential conflicts among the stakeholders

18 Collaboration and partnership advantages Meeting visitors requirements Access to complementary resources Decreasing transaction costs Increasing exploitation of the economies of scale and scope Outsourcing Concentration of specialised labour

19 Cons of collaboration and partnership Limited tradition of participating in policy-making Unsuffiecient staff and administrative resources Not enough trust between stakeholders Too much power in individual hands Key partners not interested in collaborating Local goverment protecting the public interest Too much time spent on consensus building

20 Why is it so hard to collaborate and creating partnership structures in tourism destinations?

21 Network approach: IMP model networking (Ford, Gadde, Hakansson, & Snehota, 2003) Network is created regardless of its participants will, is non-centralised and informal to a large extent network pictures network outcomes networking

22 A need for a leader!

23 Destination leadership One or more entities which are able to influence stakeholders to ensure effective communication and orchestrate them to make agreed decisions or to act

24 What makes a destination leadership formal power money and investments projects formal coordinating information knowledge and expertise

25 Leadership capability: network capability analytical capability impact capability economic potential legitimacy

26 What helps collaborating and creating partnership structures in tourism destinations? Internal driver: economic growth External driver: external funds (but not FDI)

27 The case of Poland: the power of external funding ü : Polish organisational system of tourism: National Tourist Organisation Regional Tourist Organisations Local Tourist Organisations ü PHARE fund: Poland and Hungary Assistance for Restructuring their Economies

28 The case of Poland: the power of external funding ü : RTOs/LTOs financing for marketing, investment and product activities ü EU Structural Funds: Regional Development Fund European Social Fund

29 The case of Poland: the power of external funding ü : Polish cluster policy ü European Social Fund Human Resources Operational Programme

30 Thanks for your collaboration!

31 Sources q q q q q q q Waddock, S. A., and Bannister, B. D. (1991), Correlates of effevtivenes and partner satuisfaction in social partnerships, Journal of Organizational Change Management, Vol. 4 No. 2, pp Selin, S., and Chavez, D. (1995), Developing an evolutionary tourism partnership model, Annals of Tourism Research, Vol. 22 No. 4, pp Scott, N., Baggio, R., and Cooper, C. (2008), Network Analysis and Tourism: From Theory to Practice, Channel View Publications, Clevedon. Pechlaner, H., Raich, F., and Fischer, E. (2009), The role of tourism organizations in location management: the case of beer tourism in Bavaria, Tourism Review, Vol. 64 No. 2, pp Middleton, V. T. C., Fyall, A., Morgan, M., Ranchhod, A. (2009). Marketing in travel and tourism, Buterworth- Heinemann, Oxford. Gray, B. (1989), Collaborating: Finding Common Ground for Multiparty Problems, Jossey-Bass Publishers, San Francisco-London. Fyall, A., and Garrod, B. (2005), Tourism Marketing: A Collaborative Approach, Channel View Publications, Clevedon. q Zmyślony, P. (2014). Identification of Leadership in Emerging Tourist Destinations, Tourism Review 69(3),