Competitor Perceptions in Tourism Coopetition

Abstract

Our study aims at understanding how coopeting tourism managers perceive their competitors. Competitor perceptions are consequential because they have implications for interfirm relationships. Collaboration with competitors offers benefits otherwise unattainable, such as improved destination marketing, more successful attracting of tourists, increased tourism product complexity, and better service, but is used to various degrees by tourism firms. We use a purposeful sampling procedure for maximum heterogeneity to select interviewees from Polish tourism DMO member firms. We inductively code and thematically group their perceptions to find that tourism managers develop a detailed understanding of collaboration with competitors and precisely identify their competitors, but interpret this so as to either facilitate collaboration or to remain in rivalrous mode, depending on their behavioral disposition. We propose a framework for developing perceptions with mindsets in a pivotal role.

Species in the wild: a typology of innovation ecosystems

“…We start by identifying a literature-derived inventory of types and typology criteria. Next, we conduct a thematic analysis (Czakon and Czernek-Marszałek 2020) to aggregate typology criteria by similarity and relatedness. Finally, we extend the list of innovation ecosystem types with logically complementary types according to each of the typology criteria.…”

“Coopetition” for Cultural Tourism

“…The analysis of the international 1956 and 1957 UNESCO events confirms over time that it is not sufficient to preserve the heritage, but it is essential to enclose it in a setup that can attract and involve users, allowing for a creation of the largest impact. When a systemic approach and the understanding of coopetition characterize cultural tourism as a natural emanation of cultural management (Czakon and Czernek-Marszałek, 2020;van der Zee & Vanneste, 2015;Rodríguez-Díaz & Espino-Rodríguez, 2008), the above-mentioned effects indeed radically change.…”

“…Usually, the best immediate way to appreciate and experience heritage is through tourism, in particular cultural tourism (Vergori and Arima, 2020;Wu et al, 2020). Considering the economic side of the tourism industry, one of the most important approaches is based on a cooperative approach, "coopetition" (Czakon and Czernek-Marszałek, 2020;Briassoulis, 2017;Bouncken et al, 2015;van der Zee and Vanneste, 2015), facilitating the accomplishment of the sector's common objectives and spreading benefits for all involved players. Coopetition helps solve the typical problem of a market characterized by numerous small actors risking not being competitive in their proposals and related communication (Seow et al, 2020;Barney et al, 2001).…”

“…According to van der Zee and Vanneste (2015), the performance and quality of the tourism industry are born within the network as an integration system that allows the creation of memorable experiences for tourists. The network is based on the blend of resources of individual companies, institutions, and other involved players: if these latter are used for a co-production (Haugland et al, 2011;Rodríguez-Díaz and Espino-Rodríguez, 2008) oriented toward common challenges and strategies between companies and other stakeholders, the destination or attraction passes from a logic of internal antagonism-competition-to that of coopetition, as the sum of cooperation and competition (Czakon and Czernek-Marszałek, 2020;Fong et al 2018;Bouncken et al, 2015).…”

Corporate acceleration process: a systems psychodynamics perspective

“…Our research method is qualitative and based on interpretative phenomenological analysis. In interpretative paradigm, “social reality is not objective, and is shaped by human experiences together with the social context in which they operate… and according to which social reality can best be studied within its context by presenting the subjective opinions and interpretations of interviewees creating this reality” (Czakon and Czernek, 2020, p. 6). In order to study emotional dynamics of the corporate acceleration process, we used a qualitative method of longitudinal multiple case study (Glaser and Strauss, 1999; Langley, 1999) in a process-based tradition (Pettigrew, 1990).…”