Networking, coopetition and sustainability of tourism destinations

Nguyen, Thi Quynh Trang; Johnson, Patricia; Young, Tamara

doi:10.1016/j.jhtm.2022.01.003

Cited by 50 publications

(28 citation statements)

References 74 publications

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“…The competitive market fails to distribute resources efficiently to overcome the unfavorable consequences. As a result, worldwide cooperation is required to keep mountain tourism alive as a tourist savior ( Nguyen et al, 2022 ).…”

Section: Resultsmentioning

confidence: 99%

“…Cooperation between organizations is critical for enterprises to gain valuable resources like information and knowledge, commodities and services, finance, markets, and technology ( Luštický and Štumpf, 2021 ). Cooperation has been emphasized in particular in the context of tourist destinations, where ties and integration between companies involved in tourism on a direct or indirect basis contribute to providing consumers with a comprehensive tourist experience ( Nguyen et al, 2022 ). In essence, research indicates that the tourism business would not reach its full potential without cooperation amongst many stakeholders ( Wu et al, 2022 ).…”

Section: Discussionmentioning

confidence: 99%

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Tourism Competitiveness Evaluation: Evidence From Mountain Tourism in China

et al. 2022

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The evaluation of tourism competitiveness is an important tool for analyzing the potential of tourism in a specific context. Enshi Autonomous Prefecture (EAP) in China is selected as a case through which to explore the potential of mountain tourism and its competitiveness in the tourism industry. This study develops EAP’s mountain tourism competitiveness model focusing on three criteria: core competitiveness of mountain tourism, the economic environment’s competitiveness, and infrastructure competitiveness. Context-specific customized evaluation index has been applied to data collected from EAP Statistical Yearbook for 2005–2014. The study reveals that the value of EAP’s mountain tourism core competitiveness, economic and environmental competitiveness, and infrastructure competitiveness are 84.292, 13.4, and 2.308%, respectively. When tourism core competitiveness is increased by one unit, EAP’s mountain tourism competitiveness will increase by 0.84292 units. Similarly, when economic environment competitiveness is increased by one unit, EAP’s mountain tourism competitiveness will increase by 0.134 units. EAP’s mountain tourism competitiveness increases by 0.02308 units when infrastructure competitiveness increases by one unit. The major reasons for low levels of competitiveness were lack of awareness of the county authority, a low level of cooperation, and weak infrastructure. The recommendations from the study’s findings are as follows. Firstly, the county authority should appropriately improve the relationship between competition and cooperation, maintaining cooperation in competition, and competition in cooperation. Secondly, the county authority should strengthen communication by establishing an effective coordinated mechanism. Thirdly, the county authority should improve the sense of cooperation and jointly develop the mountain tourism market. Fourthly, the county authority should improve the construction of tourism infrastructure and break down the barriers to tourism cooperation. The study’s findings help develop a “win-win” cooperation mechanism within the competition and support the sustainable development of the mountain tourism industry while reducing poverty and promoting the revitalization of the mountains of China.

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Section: Resultsmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Tourism Competitiveness Evaluation: Evidence From Mountain Tourism in China

et al. 2022

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“…The concept of cooperation and parallel competition is appearing more and more frequently in the current literature (e.g., Nguyen et al, 2022;Gernsheimer et al, 2021;Kelić et al, 2020;Fong et al, 2018;Wang & Krakover, 2008). This activity is defined by the term coopetition or co-opetiton, which originated from two words, namely cooperation and competition.…”

Section: Coopetition In Destination Managementmentioning

confidence: 99%

Coopetition of European Union Countries within Destination Management

Vašaničová

Jenčová

Gavurová

et al. 2022

JoTS

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Coopetition has been the issue of various studies in different fields, but there is a research gap in examining coopetition within the tourism sector and destination management. This paper aims to determine whether there are internally homogeneous and externally heterogeneous groups of European Union countries regarding indicators of natural and cultural resources of the Travel and Tourism Competitiveness Index (TTCI), and thus subsequently identify the importance and possibilities of competition among countries within the tourism sector. Multidimensional scaling and cluster analysis are used to verify the research hypothesis, along with ten indicators of the fourth sub-index (Natural and Cultural Resources) of TTCI. The results of the cluster analysis led to a six-group solution. Italy, Spain, and France have the best position in terms of tourism competitiveness. The results show space for competition in the international tourism market. Even though EU countries are competitors at a global level, their cooperation could be beneficial to tourism development. The findings of this study can be helpful in planning and strategy development for tourism policymakers and destination management organizations but can also be used to develop various marketing strategies. Furthermore, cooperation between destinations will support the need for strategic flexibility in the tourism sector, as the diversity of tourism attractions will increase.

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“…Since first raised by Brandenburger and Nalebuff ( 1996 ), coopetition has been the subject of an increasing amount of research applied to tourism industry sectors. Scholars argued that competitive and collaborative strategies were utilized simultaneously by enterprises from the perspective of strategic management, behavioral, and game theory (Chen, 2008 ; Crick et al, 2022 ; Nguyen et al, 2022 ). We make the literature review based on the classification of different levels of coopetition applied in the tourism industry put forward by Chim-Miki and Batista-Canino ( 2017b ) (shown in Table 1 ).…”

Section: Literature Reviewmentioning

confidence: 99%

Horizontal Tourism Coopetition Strategy for Marketing Performance – Evidence From Theme Parks

2022

Front. Psychol.

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Unprecedentedly impacted by COVID-19, tourism enterprises are pushed to adopt new strategic management to cope with the changes in tourists' consumer perception for sustainable development, such as corporate and compete simultaneously with their competitors. Our study aims to investigate the intermediate role of coopetition, including the three dimensions of resource similarity, market commonality, and willingness to cooperate in the marketing and performance relationships. Primary data on 360 observers were collectedviaquestionnaire distribution to theme park managers in China with 85.3% accuracy in response rate. Structural equation modeling (SEM) was used to verify the intermediate effect of coopetition on marketing performance in tourism enterprises. The results of SEM indicate (1) the intermediate role of tourism coopetition, including the three dimensions existing in the relationship between tourism marketing and performance, (2) more significant positive impact on non-financial performance than that on financial performance, and (3) the mechanism of implementing coopetition. This study gives supportive evidence for tourism enterprises to implement coopetition and highlights the implications for appropriately developing coopetition strategies and tactics to achieve the synergy effect for the individual enterprises and the spillover effect for the destination regarding policy-making, mindset, and partner selection.

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Networking, coopetition and sustainability of tourism destinations

Cited by 50 publications

References 74 publications

Tourism Competitiveness Evaluation: Evidence From Mountain Tourism in China

Tourism Competitiveness Evaluation: Evidence From Mountain Tourism in China

Coopetition of European Union Countries within Destination Management

Horizontal Tourism Coopetition Strategy for Marketing Performance – Evidence From Theme Parks

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