Collaborative Networks for Sustainable Human Capital Management in Women’s Tourism Entrepreneurship: The Role of Tourism Policy

Abstract

Government policies to support women's empowerment in tourism through sustainable human capital management (HCM) is an emerging research theme. Tourism policies can contribute significantly to African women's empowerment by breaking existing stereotypical barriers that impede women's HCM. Based on a narrative analysis of published academic and policy literature, we uncover how policy support for collaborative networks can enhance women entrepreneur's HCM and thereby increase their resiliency and that of their tourism businesses. Collaborative networks are regional and country-specific forums, programs and/or initiatives for networking, skills development and access to resources and agency for women tourism entrepreneurs. Drawing on findings from analyzing collaborative networks involving women entrepreneurs in Ghana, Nigeria and Cameroon, the paper develops a conceptual framework that depicts four determinants of collaborative networks that influence the HCM of women entrepreneurs in tourism, namely type of network, resources, social capital dimensions and human capital management. Finally, the paper explicates how these determinants can inform national tourism policy to support women entrepreneurs.

How Does Sustainable Rural Tourism Cause Rural Community Development?

“…Following He et al [81], Liu et al [82], and Xu et al [83], agricultural technological progress is added in this paper, which is measured using the total power of agricultural machinery. Following Razzaq et al [84], Su et al [85], and Kimbu et al [86], rural human capital is added into this paper, which is measured as the proportion of the labor force with various rural education to the total rural labor force. Following Long et al [87] and Jiang et al [88], industrialization is also added into this paper.…”

Nuanced Gender Perceptions: Tourism Business Capabilities in Kwazulu-Natal, South Africa

“…About 74% of respondents agreed or strongly agreed with the statement: 'I give my employees the opportunity to come up with ideas or decisions in running the business' and 72% of respondents agreed or strongly agreed with the statement: 'I arrange workshops for the staff members to receive training'. Kimbu et al (2019) in this regard, emphasise that skills development is a crucial factor that increase destination competitiveness in the tourism industry. In line with Kim and Brymer (2011), results in this study show that most of the owners and managers possess transformational leadership qualities.…”

“…Reports emanating from the entire Southern African Development Community (SADC) region show that men dominate management positions in the tourism industry (Nyaruwata and Nyaruwata, 2013;Global Entrepreneurship Monitor (GEM), 2012https://www.gemconsortium.org/report/gem-2012-womens-report). There has been a call from the global community to empower women in all socio-economic activities, and promoting women entrepreneurship is a significant way to achieve that (Kimbu et al, 2019), specifically in the tourism industry with its high potential for economic growth (Mkhize and Cele, 2017).…”

“…Much gender-based entrepreneurship studies (such as Kimbu et al, 2019;Kokotović et al, 2016;Mkhize and Cele, 2017;Nxopo and Iwu, 2016;Sarfaraz et al, 2014;Todorović et al, 2016;Tshabalala and Ezeuduji, 2016;Vossenberg, 2013;Witbooi and Ukpere, 2011) focused on women entrepreneurship as a driver of gender equality, poverty reduction, and social development. They did not specifically explore gender-induced differences or perceptions, especially from the African perspective.…”

Determinants of impact investing for tourism development in emerging destinations of sub-Saharan Africa

“…These will include small hotels, inns, leisure, F&B, caterers, tour, transport, health and security service operators/providers. Kimbu et al, 2019;Tichaawa & Kimbu, 2019). This is where II could play an important role.…”