Attitude to Risk in Technology-Based Strategic Alliances for Tourism

This article examines how attitude to risk in the tourism industry impacts on the role of strategic alliances in developing technology-based knowledge. A survey of Australian travel sector businesses indicates that strategic alliances in tourism contribute only marginally to technology-based knowledge. The study further found that executives in the travel sector of tourism are risk-averse and this has implications for their perceptions regarding the contribution of alliances to technology-based knowledge. The findings imply that Australian industry policy towards tourism needs to encourage strategic alliances that have the potential to stimulate knowledge-based innovation.     

Tourist Motives and Destination Competitiveness: A Gap Analysis Perspective

This study explores the use of gap analysis in examining the demand-side and supply-side perceptions of international tourists’ motives for visiting Botswana, along with Botswana’s competitiveness as a tourist destination. Statistically significant negative gaps between tourists and tourism providers’ perceptions mean that further understanding of tourists by providers is necessary to enhance the destination’s competitiveness. The analysis of findings was based on 14 “pull” motivations adapted from Kozak (2002) and 104 destination competitiveness measures, some of which were adapted from Omerzel (2006). Factor analysis, reliability analysis, and a series of independent t-tests were used to analyze the data. Study results indicate that tourists visit Botswana mainly for pleasure seeking rather than culture. The study further reveals that Botswana’s competitiveness as a destination is average. Furthermore, the study found statistically significant differences between tourists and tourism providers on all of the “push” factors and nine of the 15 destination competitiveness factors. In order for Botswana to be globally competitive, there is need for further improvement with a view to match international tourists’ expectations. Particular attention should be directed at improving the way the destination is managed. Further developments should be made on created resources, safety, demand conditions, historical and cultural heritage resources, organized excursions, and cleanliness.     

How company and managerial characteristics influence strategic alliance adoption in the travel sector

The purpose of this paper is to examine the role of company and executive characteristics in strategic alliance formation in the tourism sector of travel. A survey of Australian travel sector businesses was carried out and the results indicate a high level of interaction through alliances between various sectors of the Australian tourism industry. Top managers' characteristics (experience, ownership and risk‐taking attitude) were found to be influential in taking strategic decisions of whether to form alliances or not. These characteristics do not play an important role in determining the number of alliances an organisation has and their geographical location, as much as company characteristics do. The findings of this paper imply that company characteristics are important in determining alliance formation. Managers should thoroughly consider these characteristics when deciding not only to form alliances, but also the types of alliances that could help their organisations to be more competitive, given limited resources. Copyright © 2007 John Wiley & Sons, Ltd.