Knowledge Networks for Tourism Knowledge Networks for Tourism Innovation in DestinationsInnovation in Destinations
Oriol MiralbellOriol [email protected]@uoc.edu
Dir. Dr. Agustí CanalsDir. Dr. Agustí Canals
Universitat Universitat Oberta de Oberta de CatalunyaCatalunya
Rbla. Poble Nou, 156Rbla. Poble Nou, 15608018 Barcelona08018 Barcelona
www.uoc.eduwww.uoc.edu
ATLAS annual conference 2007ATLAS annual conference 2007Destinations RevisitedDestinations Revisited
Perspectives on developing and managing tourist areasPerspectives on developing and managing tourist areas
ATLAS 2007ATLAS 2007
IndexIndex
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
1. 1. NetworksNetworks
2. 2. InnovationInnovation
3. 3. Social capitalSocial capital
4. 4. Case studyCase study: testing the network of the : testing the network of the
expertsexperts
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NetworksNetworks
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
We live in a network society We live in a network society (Castells, 1997)(Castells, 1997)
Network analysis helps to understand our Network analysis helps to understand our
societysociety
- Internet- Internet
- Communications - Communications
- Neural networks (biological, artificial)- Neural networks (biological, artificial)
- Criminal networks- Criminal networks
- and .... knowledge networks- and .... knowledge networks
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NetworksNetworks
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
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Knowledge networksKnowledge networks
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Different ways to see networks:Different ways to see networks:
Ego-networks – one central nodeEgo-networks – one central node
Social-networks – many with manySocial-networks – many with many
Different ways to approach the study:Different ways to approach the study:
Quantitative analysisQuantitative analysis
Qualitative analysisQualitative analysis
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Knowledge networksKnowledge networks
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
““Existing studies suggest that because Existing studies suggest that because knowledge is becoming more widely distributed knowledge is becoming more widely distributed innovation increasingly needs to occur at the innovation increasingly needs to occur at the interstices' of collaborating groups and interstices' of collaborating groups and organizations.organizations.
Networked innovation processes are therefore Networked innovation processes are therefore emphasized over more hierarchical or market-emphasized over more hierarchical or market-based forms as having distinct advantages for based forms as having distinct advantages for the creation and integration of knowledge.” the creation and integration of knowledge.” (J. Swan & H. Scarborough, 2005)(J. Swan & H. Scarborough, 2005)
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Tourism networksTourism networks
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Tourism is an information intensive Tourism is an information intensive industry industry (Poon, 1993)(Poon, 1993)
Information, knowledge and business Information, knowledge and business
activity uses networks in tourism.activity uses networks in tourism.Network in the air transportationNetwork in the air transportation
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Tourism networksTourism networks
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Network in a destinationNetwork in a destination
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InnovationInnovation
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Innovation?Innovation?
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InnovationInnovation
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
We can see Innovation “as an effort to We can see Innovation “as an effort to
create purposeful, focused change in an create purposeful, focused change in an
enterprise's economic or social potential”enterprise's economic or social potential”and alsoand also““... new modes of social and economic ... new modes of social and economic action either derived from the invention of action either derived from the invention of a physical product or process, or from the a physical product or process, or from the redefinition of interrelationships between redefinition of interrelationships between actors.actors.””
(Drucker, 1998)(Drucker, 1998)
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InnovationInnovation
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Schumpeter Schumpeter distinguished inventions from the distinguished inventions from the
entrepreneur's innovationsentrepreneur's innovations. .
Innovation: not just figuring out how to use Innovation: not just figuring out how to use
inventions, but alsoinventions, but also
introducing new means of production, introducing new means of production,
new products, and new products, and
new forms of organizationnew forms of organization
Innovation leads to “creative distruction”Innovation leads to “creative distruction”
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InnovationInnovation
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Product vs Process Product vs Process Innovation in TourismInnovation in Tourism
Weiermair, 2004Weiermair, 2004
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InnovationInnovation
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Innovation in tourism is dificult and not frequent. Innovation in tourism is dificult and not frequent.
The structure (mainly SmeS) and the The structure (mainly SmeS) and the
characteristics (services not products) of the characteristics (services not products) of the
industry don't make it easy.industry don't make it easy.
Thus: Thus: “Innovation policies sould [therefore] either “Innovation policies sould [therefore] either
target or specifically include the trade system, the target or specifically include the trade system, the
technology system, the infrastructural system and technology system, the infrastructural system and
the regulation system, possibly in collaboration the regulation system, possibly in collaboration
with the primary tourism operators.”with the primary tourism operators.” (Hjalager, 2001)(Hjalager, 2001)
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Social capitalSocial capital
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Social capitalSocial capitalWhat and why?What and why?
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Social capitalSocial capital
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Social Capital:Social Capital:
"By analogy with physical capital and human "By analogy with physical capital and human
capital - tools and training that enhance capital - tools and training that enhance
human productivity - the core idea of social human productivity - the core idea of social
capital theory is that capital theory is that social networks have social networks have
valuevalue. Just as a screwdriver (physical capital) . Just as a screwdriver (physical capital)
or a college education (human capital) can or a college education (human capital) can
increase productivity (both individual and increase productivity (both individual and
collective), so too collective), so too social contacts affect the social contacts affect the
productivity of individuals and groupsproductivity of individuals and groups" " (Putnam, 2000)(Putnam, 2000)
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Social capitalSocial capital
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Social Capital:Social Capital:
Other authors have discussed on Social Other authors have discussed on Social
Capital (Burt, Coleman, Brudieu..) but they Capital (Burt, Coleman, Brudieu..) but they
all agree on the critical role of social all agree on the critical role of social
capital inside organizations in fostering capital inside organizations in fostering
internal dynamics that can help to create internal dynamics that can help to create
and sthrengteh new values, like and sthrengteh new values, like
knowledge sharing.knowledge sharing.
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Social capitalSocial capital
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
A reason to investigate:A reason to investigate:
R. Burt states “[t]hat research and theory will better cumulate R. Burt states “[t]hat research and theory will better cumulate
across studies if we across studies if we focus on the network mechanisms focus on the network mechanisms
responsible for social capital effectsresponsible for social capital effects rather than trying to rather than trying to
integrate across metaphors of social capital loosely tied to integrate across metaphors of social capital loosely tied to
distant empirical indicators.” (2000)distant empirical indicators.” (2000)
““The two mechanisms most often cited are protection within The two mechanisms most often cited are protection within
closed networks and brokerage across structural holes,..” closed networks and brokerage across structural holes,..”
(Burt, 2000)(Burt, 2000)
Putnam (1995) calls them, Putnam (1995) calls them, bondindbondind and and bridgingbridging (also known (also known
as as brokeringbrokering))
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Social capitalSocial capital
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
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ResearchResearch
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Case StudyCase StudyA first step in the A first step in the PhD ResearchPhD Research
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ResearchResearch
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Objective for PhD ThesisObjective for PhD Thesis: :
To study the the impact of social capital To study the the impact of social capital
mechanisms of tourism networks to mechanisms of tourism networks to
foster innovation in destinations.foster innovation in destinations.
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Case studyCase study
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Object of study:Object of study:
A network that has representatives of different A network that has representatives of different
clusters (destinations), that use network as a clusters (destinations), that use network as a
value in their relations.value in their relations.
APTALCAPTALC: Catalan Association of Professionals : Catalan Association of Professionals
working in Local Tourism Administrationworking in Local Tourism Administration
Leaders & experts in their destinationLeaders & experts in their destination
Aptalc started in 2004Aptalc started in 2004
Have 173 membersHave 173 members
Representativeness over region: 70%Representativeness over region: 70%
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Case StudyCase Study
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
HypothesisHypothesis: :
Networks of knowledge with strong Networks of knowledge with strong
social capital mechanisms are good social capital mechanisms are good
instruments for the difussion of instruments for the difussion of
innovation done in tourism destinations.innovation done in tourism destinations.
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Case studyCase study
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Methodology:Methodology:
1.1. To draw the network To draw the network
A questionnaire to 13 members of APTALC, A questionnaire to 13 members of APTALC,
(the most frequently related members). (the most frequently related members).
The questionnaire was tested with some colleagues and after that, The questionnaire was tested with some colleagues and after that,
I've tried to draw some possible networks to test if the questions could I've tried to draw some possible networks to test if the questions could
help to draw a structure that could explain the relations between the help to draw a structure that could explain the relations between the
members and the innovation.members and the innovation.
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Case studyCase study
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Methodology:Methodology:
2.2. To evaluate the social capital To evaluate the social capital
In depth personal interview with 3 leaders of In depth personal interview with 3 leaders of
APTALC APTALC I used the ASCAT model, by Krishna and Shrader on Social Capital I used the ASCAT model, by Krishna and Shrader on Social Capital
Assessment Tool, and built a guided interview with specific questions Assessment Tool, and built a guided interview with specific questions
on:on:
The origins and the evolution of APTALCThe origins and the evolution of APTALC
The characteristics of membersThe characteristics of members
The institutional capacitiesThe institutional capacities
The institutional relation /linksThe institutional relation /links
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Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Results:Results:
1. 1. From network relationsFrom network relations There is a frequent communcation (70% once a week) There is a frequent communcation (70% once a week)
inside the group. (density)inside the group. (density) They know very well the professional skills of the other They know very well the professional skills of the other
members and exchange knowledge frequently (more than members and exchange knowledge frequently (more than
60% of contacts are for professional counseling).60% of contacts are for professional counseling). The most influent leaders (4) are also the board members. The most influent leaders (4) are also the board members.
(data obtained from the relationship). Essential for (data obtained from the relationship). Essential for
diffusion of I. diffusion of I. Members distinguish clearly between leadership and Members distinguish clearly between leadership and
knowledge. knowledge. The most voted professional achievments come not from The most voted professional achievments come not from
the leaders.the leaders.
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Case studyCase study
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Relational graphRelational graph
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Case studyCase study
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Votes for innovationVotes for innovation
The thickness of the lines describes the weight of the evaluation given The thickness of the lines describes the weight of the evaluation given by each node or member to the other one, and the arrows show the by each node or member to the other one, and the arrows show the origin and target of each vote. The most voted innovators are:origin and target of each vote. The most voted innovators are:
D – 4 votesD – 4 votesC, N, and Q, with 3 votes.C, N, and Q, with 3 votes.
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Case studyCase study
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Results:Results:
2 .2 . From social capital analysis From social capital analysis Members have a strong self esteem and high valuation of Members have a strong self esteem and high valuation of
the mission and the role of APTALCthe mission and the role of APTALC Strong voluntary involvement in helping functionality of Strong voluntary involvement in helping functionality of
the associationthe association Very cohesive and cooperative relation between members Very cohesive and cooperative relation between members
of steering committeeof steering committee There has been refreshment in the leadership: shows There has been refreshment in the leadership: shows
sufficient existance of leaders inside APTALCsufficient existance of leaders inside APTALC They feel in general a weak organizational culture among They feel in general a weak organizational culture among
the majority of the membersthe majority of the members They show strong capacity for their mission as experts.They show strong capacity for their mission as experts.
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Case studyCase study
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
We can conclude that APTALCWe can conclude that APTALC
Is a network withIs a network with
a discrete cohesion,a discrete cohesion,
a strong homogeneity of membershipa strong homogeneity of membership
a high level of interpersonal trusta high level of interpersonal trust
a well structured leadershipa well structured leadership
Is a group where members have the purpose toIs a group where members have the purpose to
create, expand and exchange create, expand and exchange knowledgeknowledge and develop individual and develop individual
capabilitiescapabilities
be informedbe informed
do self selection based on do self selection based on expertise or passion for a topicexpertise or passion for a topic
have an have an intense dialog, interaction and knowledge intense dialog, interaction and knowledge
exchangeexchange among the members of the Steering Committee among the members of the Steering Committee
to to networknetwork
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Case studyCase study
Knowledge networks for Tourism Innovation in Knowledge networks for Tourism Innovation in destinationsdestinations
Further research:Further research:
Evaluate with questionnaires and interviews the Evaluate with questionnaires and interviews the
networks inside a group of selected “destinations” networks inside a group of selected “destinations”
that are linked to the APTALC through one of their that are linked to the APTALC through one of their
members (bridging).members (bridging).
Than:Than:
Evaluate the results Evaluate the results
Extract the differences between destinations Extract the differences between destinations
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