Collaborative innovation in tourism: managing virtual communities

Abstract

Purpose -This paper seeks to focus on the role of virtual communities as a means to boost tourist product innovation by leveraging customer relationships. Its purpose is to offer a deeper and clear-cut understanding of the collaborative innovation paradigm in order to analyze its impact on tourism firm management. Design/methodology/approach -First, previous work in tourist innovation and the role of lead users as a source of learning are examined. Then, virtual communities and their development process are explored. Last, the case of CTS's virtual community, an Italian-based tour operator firm is analyzed. Strategic and managerial implications conclude the paper. Findings -Data and insights gathered from interviews lead one to suggest that tourism firms may strategically leverage virtual communities to build strong customer relationships; customers may provide useful information on their needs; and collaborative innovation is a useful lens to take into account internet opportunities and customers' knowledge.Research limitations/implications -The main limitation of the study is that the findings cannot be extended to the other industries. The approach has been to compare only the collaborative innovation schemes with tourism industry. Originality/value -Despite a number of limitations, the work offers a deeper picture on how virtual communities may be managed strategically in order to enhance quality and product innovation. It also presents managerial implications since managers may put in practice the planning and managing model of online communities successfully.

Exploring TripAdvisor

“…West and Gallagher (2006) define it as systematic encouragement and exploration of a range of internal and external sources for innovation. While in the context of Web 2.0 open innovation is often focused specifically on obtaining customer input in the innovation process (Baglieri & Consoli, 2009;Sigala, 2012), Dahlander and Gann (2010) identify four different kinds of open innovation based on whether the resources are used internally or externally and whether direct monetary compensation is involved; there are two forms of inbound innovation (acquiring and sourcing) and two kinds of outbound innovation (selling and revealing). TripAdvisor does not build its innovation approach based on customer input but rather acquires technology and innovative services from other companies or acquires entire companies in order to be able to integrate their tools into its platform.…”

“…Encouraging high-quality content generation is a major issue within this context, with TripAdvisor struggling to detect deceptive reviews (Yoo & Gretzel, 2009). Another challenge is to identify and continuously engage so-called lead users (Baglieri & Consoli, 2009), e.g. such as the currently featured Destination Experts (Hochmeister, Gretzel, & Werthner, 2013).…”

A model of collaborative innovation between local government and tourism operators

“…Tourism-based collaborative innovation has given way to several studies, which focus on a variety of aspects, such as making effective use of the opinions of virtual communities of users on tourist services in order to innovate (improve) these services (Baglieri and Consoli 2009), or as an opportunity for less developed countries, e.g., Gambia and Tanzania, to differentiate their tourist products by making them more competitive (Carlisle et al 2013) by promoting an area to encourage innovation and the business spirit where the importance of institutional support is also shown by encouraging the creation of networks, knowledge transfer and better practices. Along these lines, Nunkoo (2015) presents a study about the Niagara region in Canada, which confirms that suitable tourist development has a determining impact on political trust.…”

Challenges and Outcome of Innovative Behavior: A Qualitative Study of Tourism Related Entrepreneurs

“…There is also constant renewal of knowledge bases and their role in the definition of new uses of innovation and knowledge (Aldebert, Dang, & Longhi, 2010). By leveraging virtual communities, tourism firm might be able to build strong customer relationships (Baglieri & Consoli, 2009). There is a substantial separation between tourism policy and innovation policy might be due to lack of recognition of tourism in innovation policy.…”

“…Typology of innovation output has been recommended which comprises drivers of innovation, innovation outputs, and their connections with business performance (Sipe & Testa, 2009 Highlights the intensity of innovation activity, evolution of tourism industry and impact of ICT. Baglieri & Consoli (2009) Investigate the role of virtual communities in building customer relationship, information provider and collaborative innovation for tourism firms. Buhalis & Law (2008) Reviewed and analyzed articles on eTourism.…”