‘We are only scratching the surface’ – a resource-based and dynamic capabilities approach in the context of culinary tourism development

Abstract

The version presented here may differ from the published version or from the version of the record. Please see the repository URL above for details on accessing the published version and note that access may require a subscription.

Peru's emerging craft‐brewing industry and its implications for tourism

“…That the country has distinctively and consistently carved a niche in the extremely competitive world of gastronomy, for instance, presenting an alternative to other culinary leading countries such as France or Italy, suggests clear implications. In fact, the emergence of Peru's gastronomy provides an amalgamating component for other products that, as in the case of craft beer, can also express the country's variety and diversity of foods, which has been recognised in previous research (e.g., Duarte Alonso, Kok, & O'Brien, 2018). Among other comments, R8 reflected on how his brewery had benefitted from such strong linkage:…”

Unfolding the Impacts of a Prolonged COVID-19 Pandemic on the Sustainability of Culinary Tourism: Some Insights from Micro and Small Street Food Vendors

“…Many studies have investigated the concept of dynamic capabilities. Specific within the food and beverage industry, Duarte Alonso et al [29] conducted a study on restaurant operators in Peru. They proposed a framework that could benefit the development of culinary tourism from the perspective of restaurant operators using the resource-based view and dynamic capabilities.…”

Luxury hotels as orchestrators in gastronomic destination development and management: the case of Borgo Egnazia and the Itria Valley

“…In the tourism domain, capabilities have been found to be the key drivers of innovation and development both for tourism companies (Camisón and Monfort-Mir, 2012) and destinations (Lemmetyinen and Go, 2009; Rodríguez-Díaz and Espino-Rodríguez, 2008; Sainaghi et al , 2019). They can be determinant in maximizing a destination’s culinary popularity and its ability to develop new culinary products and services (Duarte Alonso et al , 2018). A strong orientation in favor of the diversification, intensification and connection of destination products through well-combined key attractors, services and experiences will strengthen the competitiveness and sustainability of the destination (Benur and Bramwell, 2015).…”