Strategy Mechanism for Tourism Sector in Fuxin City in【推荐论文】 .doc

《Strategy Mechanism for Tourism Sector in Fuxin City in【推荐论文】 .doc》由会员分享，可在线阅读，更多相关《Strategy Mechanism for Tourism Sector in Fuxin City in【推荐论文】 .doc（10页珍藏版）》请在三一办公上搜索。

1、精品论文Strategy Mechanism for Tourism Sector in Fuxin City: inRespect of Absorptive Capacity and Collaboration5YANG Hongyu1, YANG Tongji1, SHAO Liangshan2(1. School of Business and Administration, Liaoning Technical University, Huludao, 125105;2. Institute of Systems Engineering, Liaoning Technical Uni

2、versity, Fuxin, 123000) Abstract: In spite of an increasing amount of research on enhancing tourism competitiveness and corresponding countermeasures, more recently the theoretical debate has drawn attention to the10sustainable tourism development of cities with exhausted resources as Fuxin. There a

3、re still a fewstudies on absorptive capacity (AC) in innovation management and its relationship with the innovative performance of tourism sector. According to this claim our research aims to identifie some broadapproaches to increasing absroptive capacity of tourism sector contributing to enhancing

4、competitiveness in Fuxins tourism market in two ways: by studying the emergence of recurring15patterns and nature of recognition and assimilating of external knowledgethe critical problem of innovation-base absorptive capacity in tourism organizations and by investigating how do firms enactabsorptiv

5、e capacity through collaboration.Key words: Tourism Markets; Tourism Competitiveness; Absorptive Capacity; Collaboration; Innovation200IntroductionTourism is the glamorous industry generating foreign exchange and employment potential for the country and it has become an important tool to gain econom

6、ic self-sufficiency. Fuxin city has also begun to utilize this tool for achieving gradual improvement of economic benefit,25social benefit and ecological benefit through promoting international tourism. Tourism in Fuxin is growing at a fast pace with lot of development happening in the infrastructur

7、e. But it is believed that Fuxin has yet to formulate proper strategy in this regard. Fuxin should formulate its strategy to promote international tourism based on professional principles of tourism business. It must evaluate the international trends related to the tourism business. The30basic aim o

8、f this paper is to build the base of the strategic inputs for the development of the strategy that can boost the growth of the tourism industry.1Factors Influencing Tourists Destination Competitiveness1.1Current Situations of Tourism Development in FuxinTourism Industry in Fuxin City started in the

9、early 1990s. Nowadays its entering a fast35growing phase after the rapid development in the past decade. Especially in period of the Eleventh Five-Year Plan it made tremendous progress in developing tourism resources, expanding tourism market, building tourism infrastructures, and so on1.During the

10、period of the Tenth Five-Year Plan of Fuxin city, the total tourism income increased by 15% in average. Respectively, the tourism receipts (tourism expenditure) from 43840million RMB in 2004 reached 517 million in 2005(increased by 130% in relation to 225 million in2000). The inbound tourist arrival

11、s from 2000 in 2004, reached the 2300 in 2005(increased by258% in relation to 2000). Foreign exchange income from 780 thousand dollars in 2004 reached830 thousand dollars in 2005(increased by 219% in relation to 2000). Domestic tourist arrivals from 892 thousand person-times in 2004 reached 1 millio

12、n and 53 thousand person-timeFoundations: Study on Tourism Competitive Advantages of Fuxin City Market Research Foundation of LiaoningTechnical University(12-1297)Brief author introduction:YANG Hongyu(1979-), Female, Lecturer, Tourism Informatin Science and MarketResearch. E-mail: yhy7910- 10 -45(in

13、creased by 130% in relation to 2000)1.Based on the thoroughly investigation and comprehensive comparison, it concludes that Fuxin city has relatively rich tourism resources and ranks first in Liaoning Province basing its attraction advantages on cultural richness and diversity. There are more than 2

14、0 types in four categories of tourist resources in Fuxin, including religious culture, monuments and sites,50ecotourism, industrial and geological tourism (figure 1)1. It has great potential for tourismdevelopment with tourism advantages and favorable conditions. Without investment in preservation a

15、nd protection of the inherited treasure, as well as incentives of making new cultural values, Fuxins tourism would become poor very soon and it would lose its attractiveness. Due to the serious recession and exhaustion of resources Fuxin is facing, tourism is the only way out for55both the governmen

16、t and the tourism entrepreneurs.Fig. 1 Core Tourism Resources and Development Stratege in Fuxin City1.2Factors Influencing Destination CompetitivenessTourism has always involved a variety of stakeholders linked (or otherwise) to a territory60capable of interpreting needs, dynamics and relations on t

17、he basis of which to offer a consolidated global tourist product. The outcome is more aggregation in terms of supply and new philosophies of enjoyment as concerns demand. In recent years, tourism has undergone radical changes: with regard to demand, tourists prefer customized planning schedules and

18、extremely flexible holidaypackages2.65At the same time, consumers do not privilege organizing their holidays completely independently but prefer flexible packages which enhance and exploit their holiday schedule. Tourists nowadays can choose from numerous options, responding to innovative trends (fi

19、tness and wellbeing, adventure tourism, eco-sustainable tourism, sports tourism, medical tourism, etc.) all of which that flank more traditional forms of tourism (religious tourism, cultural tourism,70conventions and congresses, beach and natural environment tourism, etc.)3.Furthermore, the same hol

20、idays that in the past were enjoyed once or twice a year, are now organized and enjoyed independently in a more critical manner by optimizing timescales, bookings, distances, transport and transfers from one location to another4. In short, the option7580859095100finally chosen by the tourist is base

21、d on the subjective, emotional and cognitive choice.It is evident that on the supply side, tourism has passed from a dimension of natural development to systematic and systemic management. For instance, greater emphasis on mechanisms of marketing, design, planning and services to increase tourist ap

22、peal, essential for the success of any destination characterizes the destination competitiveness (figure 2) 2 3.Fig. 2 Dimensions of Tourists Destination CompetitivenessThe dimensions and strategy of tourists destination competitiveness in the tourism industry can be summarized as follows:1. More gr

23、een and eco-lodgings.2. Intelligent hotels with advanced technology in order to perform all the operations (check-in, charges, check-out, etc.).3. More emphasis on the internet and technology.4. Managers must seek ways to retain effective, diverse and competent staff.5. Tourists virtual and physical

24、 social networks will be the best distribution channels.6. Flexibility and Capability of learning from others.7. Absorptive capacity of acquiring knowledge directly related to produce commercially useful innovations.With reference to destination competitiveness, it is suggested that managers analyze

25、 very carefully the current and future trends in the industry and make the right adaptations, as well as they invest in exceptional services offered by their property, in greening their destinations, in new technologies in order to enhance their competitiveness and in utilizing the social networks f

26、or their marketing.2Absorptive Capacity of Tourism Industry2.1Brief Introduction to Absorptive CapacityAbsorptive capacity or absorption capacity embodied knowledge spillover affects the effectiveness of organizational knowledge management. Its defined as an organizational capacity to leverage on ex

27、ternal knowledge for innovation purposes5. “Absorptive capacity” has become an important and influential theoretical construct, but questions remain about its validity: the105110115120125nature and determinants of absorptive capacity remain unclear.A significant amount of quantitative research has b

28、een specifically devoted to the analysis of the cognitive foundations of absorptive capacity conceived as a product of Research and Development (R&D) investments6. Assuming that prior knowledge empowers a firm to recognize external ideas by analogy, to assimilate it by leveraging on accumulated expe

29、rtise andfinally to exploit it by combining external and internal knowledge, scholars indirectly proved the enactment of absorptive capacity by showing a relationship between investment on prior knowledge and firms innovative performances(figure 3) 6 7 8.Fig. 3 Classification of AC on Innovation-bas

30、ed Dynamic Theory2.2Benifits of Absorptive CapacityThe empirical literature provides support for the argument that the search for and utilization of external knowledge is an important determinant of firms innovation outputs8. AC has been applied as a determinant to a variety of fields, including the

31、 speed, frequency and magnitude of innovation. It is thus considered as an important source of competitive advantage, as firms withhigher levels of AC can both manage external knowledge flows more efficiently and stimulate innovative outcomes. In this sense, it can be underlined that a voluntary exc

32、hange of resources takes place if there is interest or availability on the part of the partners involved5. In other words, potentially critical resources for survival from interested parties (targets, suppliers, institutions,stakeholders) depend necessarily on the capacity to present a value proposa

33、l which only if accepted, privileged will really be judged of effective value6. Consequently, the following theoretical assumptions can be posited:1. Greater odds for survival of the tourism supply chain depends on the firms capacity toupdate value propositions in line with the contingent changes an

34、d needs of the context.1301351401451501551602. The capacity for value creation is closely linked to competitive capacity.3. Modern tourism service systems, regardless of value propositions, are inspired by structure and organization in systems thinking logics.4. A link exists between the capacity fo

35、r viability and the concept of “absorption”; both arebound by the concept of tourism system and characterized by the capacity for adaptation.2.3Factors Influencing Absorptive CapacityIn order to increase their access to the different types of external knowledge, tourism firms can choose from a range

36、 of strategies. The first is to rely on possible spillovers from other firms. Firms can benefit from these knowledge spillovers, which do not involve voluntary or active searching. In addition, endogenous sourcing mechanisms can be implemented in order to benefitfrom external knowledge9. This issue

37、has featured prominently in the literature on absorptivecapacity, and refers to a firms ability to identify, acquire and exploit external knowledge.The main factor impeding theoretical research is that absorptive capacity is frustratingly difficult to observe. How indeed does one observe a tourism f

38、irm in the process of absorbing external knowledge, let alone account for its stock of prior relevant research? The answer is value co-creation and collaboration in tourism system. In the literature for example, it is generally acknowledged that it is invaluable for firms innovation efforts to inter

39、act with diverse stakeholders, such as customers, suppliers, competitors and universities.3Value Co-creation and Collaboration in Tourism SystemOver time, greater attention has been placed on the role of social networks in building absorptive capacity. A tourism firms connectedness to external sourc

40、es of public and private knowledge can help it to acquire knowledge from those sources. At the same time, tourism competitiveness is based on improving service quality and service innovations. The modern comprehension of tourist behavior shows an urgent need to create a tourist destination as a syst

41、em. Tourism supply needs to be integrated and well coordinated, including all necessary amenities for an enjoyable stay.3.1Collaboration in Tourism SectorCollaboration could be defined as at least two firms in the same supply chain working together to achieve their mutual goals10. It is believed tha

42、t collaboration could yield large benefits as it is an enabler of the tourism supply chain. There are several collaborative approaches in the tourism chains that could be taken e.g., information sharing, incentive alignment and decisionsynchronization.In the system of tourism, the first group consis

43、ted of academics in tourism management and economics in Thailand. The second group were practitioners in the tourism sectors e.g., managers of hotels, suppliers and travel agents10. In each group, there are related role of inter-firm trust and consequences of those collaborative activities. Our stud

44、y finding led to the conceptual frameworkshown in figure 4.165170175180Fig. 4 Collaboration Mechanism in Tourism SystemIn the diagram, it highlights the importance of human factors on the impact of collaborative activities by building trust between partners. Trust is important as it produces positiv

45、e outcomes in terms of tourism performance and relationship satisfaction. Furthermore, we propose that knowledge spillovers come at a cost to the recipient. Thus partners in tourism system must invest resources in order to absorb knowledge spillovers and develop various mechanisms for building absor

46、ptive capacity,3.2Co-creation ExchangesThe basic idea of co-creation exchanges lies in the necessity to take into account organizations that are more capable of dealing with changing conditions of context, in a more, reactive, adaptive, proactive and dynamic manner.In the current paper, our findings confirm the theoretical assumptions and highlight how the survival and viability of a tourist destination depend on the validity of governance proce