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1、16th Nordic Symposium in Tourism & Hospitality ResearchHelsingborg 27-29 September 2007 List of Abstracts Fields of tension in tourism strategies: between public policy and business strategy, between rationality and emergence, between market driven and resource based views.Lene Feldthus Andersen Cen
2、ter for Regional and Tourism Research, NEXOE, DenmarkTourism strategy and planning are old disciplines in tourism research and practise. This paper challenges the predominantly rational design approach to tourism strategy and planning and proposes instead acceptance of tourism strategies as mixtures
3、 of public policy and business strategy, of rational as well as emergent strategy design and of market driven and resource based views in analysis and strategy formulation. In this way the paper identifies and discusses fields of tension in the making and implementation of tourism strategy and draws
4、 on management theory in an attempt to understand regional tourism planning and policy. The paper is exploratory combining a discussion of the theory with observations on the process of developing a tourism strategy for the island of Bornholm during the year of 2006 and the subsequent and now ongoin
5、g implementation. The author was directly involved in the process of developing the strategy as facilitator. In addition to the case of tourism strategy development on Bornholm, recent tourism strategies from other Nordic and English destinations are analysed for indications of the same fields of te
6、nsion as in the case of Bornholm. The project of developing a tourism strategy on Bornholm was carefully planned in a close dialogue with key public and private stakeholders. It emerged early in the process of planning that the strategy would have to satisfy many and quite diverse needs among stakeh
7、olders. The strategy would thus have to be both a public policy plan and a corporate business strategy for the destination. The process planned for the strategy development was an attempt to apply rational strategy design. In practise it proved very difficult to maintain a rational approach througho
8、ut the process. As the production chain in tourism is rarely if ever, in the hands of a single owner, it is to be expected that there are limits to the application of rational strategy design in the case of tourism. The strategy was also expected to be able to offer strategic guidance at several lev
9、els, from the macro of the destination as a whole to the micro level of the individual business. Tourism is both a capital and labour intensive industry, where the physical assets in principle are not as easily adaptable as the human resources. These two conditions imply a need to highlight both the
10、 external market driven forces influencing tourism and the core competences of the destination and its businesses. Thus the strategic analysis diverted from the traditional use of SWOT analysis and applied a combined outside-in and inside-out view instead. This approach proved very useful in promoti
11、ng a common understanding of the current situation of tourism on Bornholm. Tourism strategies contain a large proportion of emergent strategy as well as overlap between public policy and corporate strategy. Thus the key to success of tourism strategies is not careful rational analysis; planning and
12、strategy formulation even when highly participatory, but rather a matter of setting a course, choosing the crew and letting the anchor and ship go.Festival Ownership; Differences between Private, Public and Nonprofit Festivals Tommy Andersson1, Donald Getz2 1School of Business, Economics and Law, GT
13、EBORG, French Polynesia, 2University of Calgary, CALGARY, CanadaPrivate firms, public organisations and nonprofit associations are three institutional forms of organisations that are present in most societies. Industries where different institutional forms of organisation compete and collaborate are
14、 known as mixed industries. Research on mixed industries has dealt with issues such as economic efficiency (e.g. Ryan, 1999), marketization (Eikenberry, Kluver, 2004), fairness and democratic values (Benz, Frey, 2007), managers compensation schemes (Ballou, Weisbrod, 2002), the objective function (B
15、rooks, 2005), and service quality (Kapur, Weisbrod, 2000). Tourism is a mixed industry where there is a strong presence on the market of private, public as well as nonprofit organisations that both compete and collaborate (Garrod et al., 2002; Grngsj, 2006). Festivals are interesting to study since
16、they are organised in different ways and run as public projects, nonprofit organisations or as private firms. The objective of this study is to compare private, public and nonprofit festival organisations using empirical data from the 14 largest live-music festivals in Sweden in order to describe an
17、d understand differences and to discuss how these differences influence performance and future development in the festival sector. Results show clear and interesting differences that have theoretical as well as practical implications. There are typical differences regarding programme content, employ
18、ment issues, salary structures as well as stakeholder policy. Knowledge of different business models for festivals may therefore help to understand why festivals develop differently and also be of practical value, we believe, in order to monitor a successful transition for a festival. Changes in the
19、 economic and/or the political context may necessitate a transition from one business model to another an issue which also is discussed in this article. Zoning of a Biosphere Reserve in a Discontinuous Landscape Rosemarie Ankre Etour / Blekinge Tekniska Hgskola, STERSUND, SwedenAbstract: The Swedish
20、 coastal areas and archipelagos attract many visitors, which create an interest in developing tourism and outdoor recreation. At the same time, these areas consist of valuable nature, culture and considerable bird and animal life. Biosphere reserves are model areas with the purpose to conserve natur
21、e, biodiversity and culture. At the same time, the social and economic development through local support should be promoted. In these areas, new knowledge and methods are tested with the goal to improve the linkage between human beings and the environment. The biosphere reserves are designated by UN
22、ESCO, and at the present, there are two biosphere reserves in Sweden the Tornetrsk and Kristianstads Vattenrike. However, the Blekinge archipelago is part of a preliminary study to decide if they are going to apply for becoming a biosphere reserve. Four municipalities (Karlskrona, Karlshamn, Ronneby
23、 and Slvesborg) are included in the study, which will determine whether the archipelago fulfils the requirements of UNESCO, and if there is a local commitment. Depending on the results, the Blekinge county administration board and the municipalities will decide in the fall of 2007 if they would like
24、 to proceed with the work of becoming a biosphere reserve. In a biosphere reserve, zoning is an important part. The reserve should be divided into three different zones; a core area, a buffer zone and a development area. Usually, a biosphere reserve consists of several core areas and buffer zones. T
25、he core area is protected by law (e.g. nature reserve or Natura 2000), while the buffer zone includes activities and usage that are compatible with the core areas purpose. The development area is the outer zone where development is of priority. Important is that biosphere reserves and zoning do not
26、involve any new legislation with restrictions. Instead, zoning is viewed as a means of prioritization and creating resources in order to develop ecological, social and economic values of the area, and to prevent menaces. However, an archipelago consists of a discontinuous landscape with an inhomogen
27、eous landscape and sometimes unclear borders because of the geography and nature, the variation of accessibility, the possibility of different activities, the blurred boundaries of rural and urban living, and the mental perceptions of what an archipelago is. This makes a complicated arena to plan an
28、d to manage balancing tourism and outdoor recreation with conservation. To understand if and how tourism and outdoor recreation are affected by zoning of a biosphere reserve, knowledge of the visitors and second homeowners is important. As the Swedish MAB-Committee (2005) states, zoning of a biosphe
29、re reserve is a form of spatial planning that should be supported by all the parties concerned. Two of these parties are the visitors and second home owners. The purpose of this study is to analyse the maintenance of knowledge of tourism and outdoor recreation in a biosphere reserve, and discuss how
30、 the knowledge may be included. Also, who are included in the planning process of a biosphere reserve and who is not? In the autumn of 2007, a questionnaire survey directed to visitors and second home owners in the Blekinge archipelago will be conducted. Finally, in relation to development of touris
31、m and outdoor recreation, the challenge of applying zoning to a biosphere reserve in a discontinuous landscape will be discussed in this study. How will the zoning be accomplished? Innovation in Tourism - Wolf Cave and the learning area concept Peter Bjrk Swedish School of Economics and Business, VA
32、SA, FinlandThe pressure on the Nordic tourism industry to innovate is today high. Successful innovation systems have been studied, innovative regions identified, driving forces and impediments analysed, and grants to support innovative tourism firms have been set aside. The travel behaviour of the t
33、ransmodern tourist is more complex than those of yesterday. New destinations and experiences are sought, the information and decision behaviour is different, and the leisure time pattern is in a state of flux. The business climate is hard, and the competitive edge is marginalized. Dimensions on whic
34、h tourism firms, destinations, regions and nations can stay ahead, stand apart and be unique are decreasing year by year. To understand and manage the innovation processes of the tourism industry is a challenge due to its multi-level - multi-dimensional characteristics. Interlinked tourism actors in
35、 layers create networks and arenas for innovations. Successful tourism innovation systems can be identified in all Nordic countries. The Sami experience museum SIIDA in Northern part of Finland is one example. All tourism systems do not however manage to kick-off. One such case is the Wolf Cave in F
36、inland, even though central network components such as actors, activities and resources can be found in the area. The purpose of this paper is to critically assess the impediments of the Wolf Cave area from an innovation system perspective. The importance of learning areas in tourism innovation syst
37、ems is stressed by the European Commission. The handbook Innovation in tourism, How to create tourism learning area is used in this paper to analyse the Wolf Cave case. The pragmatic oriented advices found in the document gave us a possibility to discuss reasons to why the Wolf Cave area has not had
38、 a more successful development. Lack of a learning arena seems to be one reason, contradictory opinions among stakeholders may be another and lack of financial resources a third one. Innovation in tourism is not an easy task. The results, based on personal interviews, indicate that two of the most i
39、mportant system activities missing in the Wolf Cave case are co-ordination and management. The Border between Habit, Change and Involvment and Effects on Vaccation Making Bodil Stilling Blichfeldt University of Southern Denmark, ESBJERG, DenmarkMostly peoples decision-making processes leading to the
40、ir going on holiday are defined as complex processes characterized by high degrees of uncertainty and risk; substantial expenditure; and elaborate pre-purchase information search. However, the series of qualitative interviews for which this paper accounts suggest that it is too simplistic to define
41、up-front holiday decision-making processes as extensive problem-solving. Hence, the paper accounts for three patterns of holiday decision-making that were identified across 20 phenomenological interviews with 30 Danes. Rather surprisingly, perhaps, informants, for whom holidays away from home are fo
42、cal to their lives, do not engage in extensive vacation decision making processes. Instead, their decision-making processes are highly habitualised. A series of informants for whom holidays are of lesser importance rely on ad-hoc based, low involvement decision-making. Hence, only the last group of
43、informants (who have recently started to go on new types of holidays) engage in extensive problem-solving. The paper suggests reasons why extensive problem-solving is but one of the different decision-making processes that people rely on when planning their holidays. Further, the paper discusses how
44、 the identification of different types of decision making processes questions a series of, more or less implicit assumptions, that have guided research on vacation decision making in the past. Resident Perceptions of Sustainable Tourism Development: A Comparison of Two European Parks Stuart Cottrell
45、, Chaska Huayhuaca, Jana RaadikColorado State University, FORT COLLINS, COLORADO, United States of AmericaThis paper sought to examine the relationship between four dimensions of sustainability and the perceptions of tourism development held by residents of communities in and around two European par
46、ks: Naturpark Frankenwald in central Germany (n=306), and Central Balkan National Park (CBNP) in central Bulgaria (n=90). Building on a previous study (Cottrell, Vaske, & Shen, 2006), it was hypothesized that ratings for the ecological, economic, institutional and socio-cultural dimensions of sustai
47、nability would differ between locations and that all dimensions would contribute to resident satisfaction. Final dimensional indices consisted of 5 to 9 survey items with reliability coefficients ranging .63 to .89. Significant differences between locations (though minimal) were shown for all but th
48、e economic dimension. Regression analyses revealed that all four dimensions were significant predictors of satisfaction for Frankewald, but only two (the institutional and socio-cultural dimensions) were adequate predictors for CBNP. Thus, both hypotheses were partially supported.The role of leaders
49、hip in the socialization process: Apprentices in the hospitality industry.se Helene Bakkevig Dagsland Stavanger University, STAVANGER, NorwayThis is a theoretical paper looking closer into some theories and perspectives of leadership applicable to the situation of apprenticeship and the role of the leader in this relationship. The apprenticeship represents a special challenge for the organization and thus
