Small And Medium-sized Tourism Enterprises Research Articles

Roles of ‘small- and medium-sized enterprises’ in service industry innovation: a case study on leisure agriculture service in tourism regional innovation

This study combines service-dominant logic (SDL) with industry cluster theory to analyze the evolution of leisure agriculture service in Taiwan. The result shows that cooperation among small- and medium-sized enterprises (SMEs) can increase customer willingness to participate in value co-creation. Customer-driven cooperation among SMEs drives SMEs to increase their competitiveness and thus overcome their disadvantages in resources and capabilities. Additionally, the four-stage evolution of leisure agriculture service is identified to help tourism SMEs understand their positions and suggest appropriate strategies for achieving sustainable development and it also reveals a shifting paradigm from goods-dominant logic to SDL in tourism industry.

Beyond Prescription: Community Engagement in the Planning and Management of National Parks as Tourist Destinations

Worldwide, the planning and management of national parks as tourist destinations requires strategies for the area-wide design of projects and frequently results in tri-sector partnerships. In most cases these are led by the public sector together with representatives of tourism small and medium-sized enterprises (TSMEs) and local residents. However, this practice of collaboration, although widely endorsed, is complex. Partnerships and consultations require the adherence of institutions to principles of governance together with a civic community, building on its inherent social capital. However, in reality the community's participation is commonly reported to be the engagement of a few, and can never be assumed, questioning at the least, the legitimisation of decisions made in the name of a community. In increasingly democratised contexts this result is disquieting and raises critical questions as to why some community members do and others do not choose to engage in local decision-making practices. The tourism literature has reported extensively on community participation, and in the protected area context has generated many sets of best practice guidelines and toolkits. However, the subject of governance in protected areas and particularly in the planning and management of destinations is relatively new (Spyriadis et al., 2012), social capital is rarely cited, and extensive research on categorically identifying reasons for both engagement and disengagement is scarce. Further, in the protected area and specifically UK contexts, there is minimal research into civic engagement in tourism and protected areas. This paper contributes to addressing this deficiency. Key findings from research conducted in a UK national park are presented, identifying reasons for both community engagement and disengagement in decision-making processes relating to the development of the area into a tourist destination.

Service experience and service design: concepts and application in tourism SMEs

PurposeThe purpose of this paper is to explore the pertinent issues in the relationship between service experience and service design among small and medium‐sized enterprises (SMEs) in the tourism industry.Design/methodology/approachThe conceptual paper undertakes a thorough review of the relevant literature before developing propositions regarding service experience and service design for SMEs in the tourism industry.FindingsService experience must be appropriately managed by SME operators by collecting and evaluating relevant data on customer experience. Service design must be undertaken in a holistic manner that is embedded in the organisational culture of the service provider using tools such as “blueprinting”. Synergistic cooperation and learning regions among traditionally fragmented tourism providers are essential for achieving long‐term competitiveness.Research limitations/implicationsFuture research should undertake empirical studies to validate and/or modify the propositions presented in this conceptual paper.Originality/valueThis is one of the few studies to have addressed the relationship between experience management and service design for SMEs in the highly competitive tourism industry.

The Dependence of Tourism SMEs on NTOs

This article reports on a study to explore the level of dependence of small and medium-sized tourism enterprises (SMEs) in Finland on the resources of the Finnish Tourist Board (FTB). A tool to measure resource dependence was developed. The overall importance of specified resources, the level of exchange of these resources acquired from the FTB, the existence of alternative sources for similar resources, and access to them were assessed. The level of dependence of Finnish tourism SMEs on the FTB was reported to be moderate. Differences were, however, identified among different types of enterprises. The size of enterprises, their proportion of foreign guests, their marketing planning, and their cooperation with others affected the level of resource dependence. The FTB resources on which tourism SMEs were most dependent were destination marketing and marketing knowledge. Results contribute to an understanding of the role of national tourism organizations.

The successful management of organisational change in tourism SMEs: initial findings in UK visitor attractions

AbstractOrganisational change management theory for small and medium‐sized enterprises (SMEs) within the tourism industry is an under‐researched field. Changing political, economic, social and technological factors can leave unprepared SMEs exposed to external as well as internal pressures, which can lead to underperformance, or in worst case scenario, business failure. This paper, reporting on the findings of exploratory research of nine UK‐based visitor attractions, all qualifying as SMEs, suggests that the successful management of change is crucial for SMEs' survival and success. The findings argue that the current approach taken to organisational change management within the industry is bumpy incremental, bumpy continuous and planned. Hence, the paper provides a framework for managing organisational change based on eight critical success factors identified by the study: adaptability and flexibility, commitment and support, communication and co‐operation, continuous learning and improvement, formal strategies, motivation and reward, pragmatism, and the right people. Copyright © 2008 John Wiley & Sons, Ltd.

The tourism SMEs in the global value chains: the case of Andalusia

This paper examines the implications of the globalization of value chains for the role of small and medium-sized enterprises (SMEs) in the tourism industry. To begin with, the configuration of the global tourism value chain is analysed. Next, the participation of Andalusian SMEs in the global tourism value chains is investigated. A number of case studies have been developed in two relevant sectors, hotels and travel agencies, giving priority to the main tourist typologies existing in Andalusia: sun and sand, business and congress, cultural and rural. As a result, a SWOT analysis has been produced. Finally, from the key findings some policy recommendations supporting the role of tourism SMEs in global value chain are made.

Determinants of the adoption of HRM practices in tourism SMEs in Spain: an exploratory study

This paper explores the relationship between the adoption of HRM practices in Small and Medium-sized Enterprises (SMEs) and the characteristics of the firm and the person responsible for HRM. We propose a conceptual model based on the resource-based view, which is tested with quantitative data from 164 tourism’s SMEs in Catalonia (Spain). As predicted, the adoption of HRM practices is positively associated with the presence of an HRM department. Also, SMEs in which the person responsible for HRM has previous experience in similar positions are greater adopters of HRM practices. Finally, SMEs which cooperate with other organizations are more likely to implement HRM practices.

The Challenge of Networking

Small and medium-sized tourism enterprises (SMTEs) face the challenges of renewing business models to maintain competitiveness in the global economy. SMTE networking and product innovations are typical responses to these challenges. SMTE innovation processes and networking dynamics were analysed in the Saimaa Holiday network in the Savonlinna region of Finland. The Finnish Nationally Networked Centre of Expertise for Tourism (CET) networking model was used for the analysis. It was confirmed that innovation in SMTE networks was a synthetic process consisting of product, process and resource innovation. The network and its links to the university increased innovation potential and creativity in product innovation. Problem areas included business process development and ICT utilization.

Understanding the challenges of implementing best practices in hospitality and tourism SMEs

PurposeTo provide insight into the barriers to the application of best practices in hospitality and tourism small‐ and medium‐sized enterprises (SMEs) in the UK.Design/methodology/approachIn‐depth interviews were conducted with owners, managers and staff in 89 award‐winning business in the hospitality and tourism industry. Eight areas of best practice that arose from an initial pilot study were investigated in the sample population of SME's. With a holistic and multiple‐cases analysis approach, the case studies are assembled to form a portrait of hospitality and tourism in the UK.FindingsResults suggest a model identifying seven key capabilities that underlie the adoption of best practices and six barriers to their implementation. The seven key capabilities for hospitality and tourism SMEs are customer focused goals, planning and control, partnering and networking, internal and external communication, achieving consistent standards, strategic workforce management, cash flow and performance management. The six barriers to implementing best practices were identified as changing demand, limited resources, lack of skilled labour, lifestyle, lack of competitive benchmarking and location, all of which could create turbulence in the operational environment.Research limitations/implicationsAs hospitality and tourism SMEs appear to inherit characteristics derived both from the small and medium size of the operation and the nature of the industry sector, the implications of the model and the associated barriers may create obstacles to the benefits of competitive benchmarking and lead to a loss of the pride and passion and impede the growth of their business.Originality/valueConsiderable diversity is demonstrated amongst SMEs in relation to their use of strategies while confirming some of the difficulties and challenges inherent to the industry and endemic to smaller organisations.

Tourism, Property and the Management of Change in Coastal Resorts: Perspectives from South West England

Over the past two decades coastal resort regeneration has been an important policy concern of successive governments. At the heart of regeneration has been property as a medium to embody change. Property has form, it is possessed, and it is valorised in multiple ways by those with a stake in it. To date, property ownership and its conceptualisation have been overlooked in policy and academic tourism discourse. This paper explores notions of property ownership among small- and medium-sized tourism enterprises (SMTEs) in the English resort of Teignmouth, South Devon. It discusses the nature of property ownership among accommodation providers, the valorisation of property assets among SMTEs, and the policy implications for resort futures. A qualitative approach rooted in the conceptual framework of sunk costs reveals a group of recent market entrants for whom the financial gains from the property market are as important as those from service provision. The tourism sector is fluid as SMTEs continually enter and exit. The challenges are to better understand tourism sector dynamics through a more detailed consideration of the relationship between property, lock-in and exit, as well as to formulate policy that more closely reflects sector operations.

Entrepreneurial skills in leadership and human resource management evaluated by apprentices in small tourism businesses

PurposeThe purpose of this article is to evaluate the leadership skills and entrepreneur's or owner/manager's ability to motivate apprentices and other young employees. Specifically, the artical investigates young employees' perceptions about leadership and motivational behaviour in small‐ and medium‐sized hotels.Design/methodology/approachThe first part of the paper provides a literature review of entrepreneurial skills in general and human resource management in particular. The second part presents a survey that was carried out in 2003 in the Alpine region of South Tyrol to assess apprentices' evaluation of entrepreneurial leadership behaviour in small‐ and medium‐sized hotels.FindingsThe findings show that entrepreneurs in small‐ and medium‐sized hotels cannot meet young employees' job expectations – difficulties in communication and planning as well as low motivation and insufficient career options are mentioned as core problems in tourism enterprises.Research limitations/implicationsIt is argued that some stakeholder groups within an enterprise, such as young trainees or apprentices, might have deeper insights into entrepreneurial processes and leadership skills. However, more research is needed to support these findings as the study is limited by its sample size and focus on the Alpine region of South‐Tyrol, Italy.Practical implicationsThe results suggest that entrepreneurs should establish better motivational structures within their enterprises. In particular, they must consider that the development of career paths is a very important instrument in motivating young apprentices to work in the tourism industry.Originality/valueThis paper investigates the main characteristics of small business entrepreneurs in tourism and reports associated skills in the management of human resources. This paper also presents a survey that was carried out in 2003 to assess the evaluation of trainees of leadership behaviour in small‐ and medium‐sized tourism enterprises (SMTEs).

E-Tourism Developments in Greece: Information Communication Technologies Adoption for the Strategic Management of the Greek Tourism Industry

Information communication technologies (ICTs) have revolutionised the travel industry in the last decade. E-tourism reflects the digitalisation of all processes and value chains in the tourism, travel, hospitality and catering industries. It emerges as a term describing the entire range of applications of ICTs on tourism and the implications for the tourism value chain. Major opportunities and challenges have emerged and need to be addressed by all industry players. The level of e-tourism developments, however, varies between regions, countries and continents. The key objective of this research has been to examine the e-tourism developments in Greece as a country that is gradually embracing e-commerce. In particular the research examines the level of ICT diffusion in small and medium-sized tourism enterprises (SMTEs) as well as whether the level of online presence is sufficient to make up for the lack of a destination management system (DMS). Results indicate that the Greek online travel market is at the early stages of its e-commerce deployment, but that it demonstrates great potential for further e-tourism developments. The low level of cooperation between SMTEs, however, and the serious doubts about the ability of the National Tourism Organisation to coordinate the destination makes the prospect of a DMS development in Greece doubtful. The research concludes that ICT-enabled local cooperation can potentially assist SMTEs to enhance their competitiveness and increase their global presence.

Marketing information systems in tourism and hospitality small‐ and medium‐sized enterprises: a study of Internet use for market intelligence

AbstractThis study investigates the nature of marketing information systems (MkIS) within small‐ and medium‐sized enterprises (SMEs) and focuses on the importance of external information and market intelligence. The sources of market intelligence are investigated with particular emphasis on understanding the usefulness of the Internet for external information gathering. The empirical research to support the study uses survey methods to investigate marketing information systems, market intelligence and Internet use within hospitality and tourism SMEs in the Yorkshire and Humber region.The findings indicate that SMEs in this sector make use of informal marketing information systems which mainly concentrate on internal and immediate operating environment data. Important wider market intelligence is underutilised owing mainly to the resource constraints of these smaller businesses. The Internet has not yet been recognised as an important source for market intelligence despite having the benefits of providing much of the necessary data more quickly and at a lower cost than many other sources. Copyright © 2001 John Wiley & Sons, Ltd.

Enhancing the Competitiveness of Small and Medium sized Tourism Enterprises

Tourism destinations are traditionally dominated by small and medium-sized tourism enterprises (SMTEs) which provide an amalgam of products and services such as accommodation, catering, transportation, attractions and activities. SMTEs originate a variety of benefits for destinations by providing tourists with direct contact with the local character and also by facilitating rapid infusion of tourist spending into the host community, stimulating the multiplier effects. They also contributes significantly to the range, variety, authenticity and quality of the ‘tourism experience’.