Destination cobranding in interorganizational networks: Assessing the role of central tourism organizations

Jarle Aarstad,Sven A Haugland,Håvard Ness

doi:10.1016/j.jdmm.2020.100466

Abstract

Abstract This study examines whether tourism organizations influence each other to cobrand with the destination brand as a function of the interorganizational network structure. Empirically, it combines questionnaire and interorganizational network data from a Norwegian region of winter sports destinations. By taking a dyadic level of analysis and examining 990 dyadic observations of tourism organizations, the study shows that central organizations' cobranding increases other less-central organizations' cobranding through direct or indirect collaboration. The findings further indicate that cobranding spreads (like ripples) from central to less-central organizations. Because of central organizations' strong cobranding and network proximity to other organizations, the study illuminates their importance as carriers of cobranding to other less-central organizations.

Highlights

Cobranding, or brand alliances, is the combining of at least two brands (Park, Jun, & Shocker, 1996)
By responding to this knowledge gap, the current study examines whether tourism organizations influence each other to cobrand with the destination brand as a function of the interorganizational network structure
By drawing upon Aarstad et al (2015), the current study takes a step further and addresses the following research question: Do tourism organizations influence each other to cobrand with the destination brand as a function of the interorganizational network structure, and do central organizations taking lead positions in desti nation cobranding (Aarstad et al, 2015), act as carriers of cobranding to other less-central organizations? Investigating this research question can illuminate whether cobranding spreads through the interorganizational network from central to less-central organizations, and the topic has not been studied before in the tourism literature

Summary

Introduction

Cobranding, or brand alliances, is the combining of at least two brands (Park, Jun, & Shocker, 1996). The study responds to a call in the literature to better understand local actors’ role and involvement in destination branding in general and destination cobranding in particular (Kavaratzis & Hatch, 2013; Lucarelli & Brorstrom, 2013; Martin & Capelli, 2017) It researches a Norwegian region of mountain destinations where tourism is important, providing tax revenues and local employment in hotels, restaurants, museums, and in firms providing a variety of activities. The re gion is a well-suited empirical context as destination branding has been considered an important element in the destinations’ marketing communication and local identity building Tourism organizations such as hotels, second-home (real estate) developers, activity providers, and public stakeholders have traditionally been the most central actors, and with new actors entering the growing industry (part-time farm tourism, life-style entrepreneurs, and others) it is important to understand the phenomenon of cobranding. The reason is that cobranding empowers tourism organizations to leverage a united vision with shared norms and common goals (Pike & Page, 2014), and communicate a coherent image

Methods

Results

Conclusion