Knowledge networks for Tourism Innovation in destinations

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

mailto:[email protected]

http://www.uoc.edu/

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


NetworksNetworks


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


NetworksNetworks



Knowledge networksKnowledge networks


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


Knowledge networksKnowledge networks


““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)


Tourism networksTourism networks


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


Tourism networksTourism networks


Network in a destinationNetwork in a destination


InnovationInnovation


Innovation?Innovation?




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)




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”




Product vs Process Product vs Process Innovation in TourismInnovation in Tourism

Weiermair, 2004Weiermair, 2004




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)


Social capitalSocial capital


Social capitalSocial capitalWhat and why?What and why?




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)




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.




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))





ResearchResearch


Case StudyCase StudyA first step in the A first step in the PhD ResearchPhD Research


ResearchResearch


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.


Case studyCase study


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%


Case StudyCase Study


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.




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.




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




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.




Relational graphRelational graph




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.




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.




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




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

Technology

Knowledge networks for Tourism Innovation in destinations