Abstract
Cooperation in tourism is considered crucial for sustainable destination promotion, addressing several opportunities to decrease the level of competition among actors to achieve advantages for all. Global markets force rapid, virtual teaming up and high reconfigurability through heavy reliance on information and communications technology in the pursuit of specific market opportunities for a destination’s heritage promotion. In light of a reshaped destination management organization role, this work focuses on temporary cooperation and adapts the dynamic virtual enterprise model to tourism. A case history in Brescia was examined to support the theoretical construct. The resulting conceptual schema highlights the main features of a virtual enterprise in tourism (VEt), the life cycle stages—qualified by dynamic adaptation—and the leadership role of the destination management organizations. In generating a VEt model, four conditions for effectiveness emerge.
Highlights
The COVID-19 pandemic has had a tremendous impact on tourism
Trust plays a pivotal role in managing a virtual enterprise in tourism (VEt)
Selection of trustworthy partners and trust building are important in virtual domains as they can largely affect the success of a VEt. [57]
Summary
The COVID-19 pandemic has had a tremendous impact on tourism. The UnitedNations World Tourism Organization (UNWTO) World Tourism Barometer states that international tourist arrivals (overnight visitors) fell by 72% in January–October 2020 compared to the same period the year before, curbed by slow virus containment, low traveller confidence and important restrictions on travel still in place. The COVID-19 pandemic has had a tremendous impact on tourism. Nations World Tourism Organization (UNWTO) World Tourism Barometer states that international tourist arrivals (overnight visitors) fell by 72% in January–October 2020 compared to the same period the year before, curbed by slow virus containment, low traveller confidence and important restrictions on travel still in place. UNWTO’s extended scenarios for 2021–2024 point to a rebound in international tourism by the second half of. A return to 2019 levels of international arrivals could take 2 12 to 4 years. This moment follows decades of rapid expansion of globalization, revolutionizing the corporate competitive environment. The resulting hypercompetitive environment [3]
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