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This booklet offers a accomplished evaluation of the contribution of community research to the knowledge of tourism locations and corporations. It discusses either the theoretical and methodological underpinnings of community research after which illustrates the relevance of this strategy in a chain of tourism functions.
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Sample text
In other words, the outputs of tacit knowledge can be tested for quality. Explicit knowledge In contrast to tacit knowledge, explicit knowledge is transferable and easy to codify and communicate. It is therefore usually the focus of an organisation’s interest and is found in the form of documents, databases, files and other media. Explicit knowledge can be relatively easily formulated by means of symbols and can be digitised. It can therefore be relatively easily transferred and communicated to those that need it at the destination.
Tourism Destination Networks and Knowledge Transfer 45 In both cases, the facilitation of knowledge sharing demands high degrees of trust and the often competitive environment of destinations can work against this. It also raises the question as to whether the knowledge is specific to the destination or more general. ‘Local’ forms of knowledge make the region competitive in an increasingly globalising world. A Model of Knowledge Management for Tourism Destinations If we accept this book’s notion of destinations as networks of stakeholders, then the question for knowledge management is to how to improve the knowledge base of the destination to deliver competitiveness.
Ecological Approach to Classifying Partnerships Fennell and Butler (2003) applied a human ecological approach when examining interactions in a tourism system by drawing upon the earlier work of Budowski (1976), who argued that relationships between tourism stakeholders could be located along a continuum from predatory to symbiotic. Relationships are predatory when one stakeholder exerts a high level of impact on a community or network. A competitory relationship is one in which competition exists for resources, whether they are tourists, natural resources, promotional funding, tourism operators (in the case of industry associations competing for association membership) or funds for tourism infrastructure development.