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Journal ArticleDOI

Destination competitiveness: determinants and indicators

01 Oct 2003-Current Issues in Tourism (Taylor & Francis Group)-Vol. 6, Iss: 5, pp 369-414
TL;DR: This paper developed a model of destination competitiveness that will enable comparisons between countries and between tourism sector industries, while appreciating the special issues involved in exploring destination competitiveness as emphasised by tourism researchers.
Abstract: The paper develops a model of destination competitiveness that will enable comparisons between countries and between tourism sector industries. The model seeks to capture the main elements of competitiveness highlighted in the general literature, while appreciating the special issues involved in exploring the notion of destination competitiveness as emphasised by tourism researchers. Associated with the model is a set of indicators that can be used to measure the competitiveness of any given destination. These indicators, comprising both objective and subjective measures, were identified from the major elements comprising the generic destination competitiveness model and also from discussions at workshops held in Korea and Australia. This paper has four major objectives: to develop a model of destination competitiveness that identifies key success factors in determining destination competitiveness; to develop an appropriate set of indicators of destination competitiveness; to highlight the advantages and ...
Citations
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Journal ArticleDOI
TL;DR: In this paper, the authors examined the concept of tourism success as it relates to both destinations and to DMOs, and determined if a relationship or distinction exists between the two.

588 citations


Cites background from "Destination competitiveness: determ..."

  • ...Dwyer & Kim (2003), in a parallel study, also stress the importance of the destination management function to overall destination competitiveness....

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Journal ArticleDOI
TL;DR: In this paper, the authors developed an insight into the importance and impact of attributes which affect the competitiveness of tourism destinations using a general conceptual model of destination competitiveness, 36 competitiveness attributes were evaluated by expert judgment in the form of an online survey of destination managers and tourism researchers.
Abstract: The aim of this study was to develop an insight into the importance and impact of attributes which affect the competitiveness of tourism destinations. Using a general conceptual model of destination competitiveness, 36 competitiveness attributes were evaluated by “expert” judgment in the form of an online survey of destination managers and tourism researchers. These judgments were integrated and analyzed using the analytic hierarchy process (AHP). In addition to estimating the importance of the attributes of competitiveness, the results of the AHP were further analyzed to produce measures of attribute determinance. These measures were then tested statistically to identify which attributes were judged to exert the greatest determinant impact on destination competitiveness. Ten of the 36 attributes were found to have determinance measures statistically significantly greater than average.

567 citations

Journal ArticleDOI
TL;DR: In this article, the authors developed a scale instrument that conceptualizes the attributes of destinations associated with memorable tourism experiences (MTEs) and identified a 10-dimensional construct that affects MTEs.

479 citations


Cites background from "Destination competitiveness: determ..."

  • ...Dwyer and Kim (2003); Murphy,...

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  • ...For example, Dwyer and Kim (2003) indicate that destination competitiveness is “the abilityof a destination todeliver goods andservices thatperform...

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Journal ArticleDOI
TL;DR: In this article, a series of workshops comprising a range of Australian tourism stakeholders explores the way in which these key drivers could affect the global tourism industry to the year 2020, and innovative strategies can be formulated by destination managers and tourism operators to avoid strategic drift for their organizations and to develop tourism in a sustainable way.

458 citations


Cites background from "Destination competitiveness: determ..."

  • ...The importance of this ‘fit’ has been emphasised in the destination competitiveness literature (Dwyer & Kim, 2003)....

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  • ...As such it is consistent with strategies recommended for operators to achieve competitive advantage (Dwyer & Kim, 2003)....

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  • ...The natural environment and climate conditions are very important in determining the viability and attractiveness of a region as a tourist destination (Dwyer & Kim, 2003)....

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01 Apr 2014
TL;DR: In this article, the authors present the first narrative analysis of the areas of research that have developed within the destination marketing field since its commencement in 1973 and address a number of themes including nomenclature and the Destination Marketing Organisation (DMO), the evolution of destination marketing literature, competitiveness as the DMO reason d'etre, and DMO effectiveness.
Abstract: This article presents the first narrative analysis of the areas of research that have developed within the destination marketing field since its commencement in 1973. Given the broad extent of the field, and the absence of any previous reviews in four decades, a key challenge is in providing a focus for such a disparate body of knowledge. The review is structured around one principal question: ‘To what extent is the Destination Marketing Organisation (DMO) responsible for the competitiveness of the destination’? In pursuit of this underlying question, we address a number of themes including nomenclature and the DMO, the evolution of the destination marketing literature, competitiveness as the DMO reason d’etre, and DMO effectiveness including issues of branding and positioning, and future research themes in the field.

432 citations

References
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Book ChapterDOI
TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.

46,648 citations


"Destination competitiveness: determ..." refers background in this paper

  • ...Private- and public-sector organisations ‘supporting’ tourism activity that possess a collectionof specific skills not easily imitable by rivals canbe an important source of sustained competitive advantage (Barney, 1991; Prahalad & Hamel, 1990)....

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  • ...‘Resource-based’ theorists have emphasised inimitable firm ‘resources’ and the distinctive capabilities and competencies resulting from combining these resources as being central to obtaining a sustainable competitive advantage (Barney, 1991; Grant, 1991; Prahalad & Hamel, 1990)....

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Book
01 Jan 1990
TL;DR: The Need for a New Paradigm as discussed by the authors is the need for a new paradigm for the competitive advantage of companies in global industries, as well as the dynamics of national competitive advantage.
Abstract: The Need for a New Paradigm - PART I: FOUNDATIONS - The Competitive Advantage of Firms in Global Industries - Determinants of National Competitive Advantage - The Dynamics of National Advantage - PART II: INDUSTRIES - Four Studies in National Competitive Advantage - National Competitive Advantage in Services - PART III: NATIONS - Patterns of National Competitive Advantage: The Early Postwar Winners - Emerging Nations in the 1970s and 1980s - Shifting National Advantage - The Competitive Development of National Economies - PART IV: IMPLICATIONS - Company Strategy - Government Policy - National Agendas - Epilogue - Appendices - References

22,660 citations


"Destination competitiveness: determ..." refers background in this paper

  • ...Competition among firms creates an environment for excellence (Porter, 1990)....

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  • ...Demand conditions, particularly domestic demand and its internationalisation to foreign markets, establish the ‘proving grounds’ for the industry (Porter, 1990)....

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  • ...(1) Comparative advantage and/or price competitiveness perspective (Bellak, 1993; Cartwright, 1993; Durand & Giorno, 1987; Fagerberg, 1988; Fakiolas, 1985; Hilke & Nelson, 1988; Hodgetts, 1993; Porter, 1990; Rugman, 1991; Rugman & D’Cruz, 1993)....

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Book
01 Nov 1980
TL;DR: In his book Culture's Consequences, Geert Hofstede proposed four dimensions on which the differences among national cultures can be understood: Individualism, Power Distance, Uncertainty Avoidance and Masculinity as mentioned in this paper.
Abstract: In his bestselling book Culture's Consequences, Geert Hofstede proposed four dimensions on which the differences among national cultures can be understood: Individualism, Power Distance, Uncertainty Avoidance and Masculinity. This volume comprises the first in-depth discussion of the masculinity dimension and how it can help us to understand differences among cultures. The book begins with a general explanation of the masculinity dimension, and discusses how it illuminates broad features of different cultures. The following parts apply the dimension more specifically to gender (and gender identity), sexuality (and sexual behaviour) and religion, probably the most influential variable of all. Hofstede closes the book with a synthesizing statement about cultural values as they are linked to sexuality, gender and religion.

19,826 citations

01 Jan 1998
TL;DR: Porter's concept of the value chain disaggregates a company into "activities", or the discrete functions or processes that represent the elemental building blocks of competitive advantage as discussed by the authors, has become an essential part of international business thinking, taking strategy from broad vision to an internally consistent configuration of activities.
Abstract: COMPETITIVE ADVANTAGE introduces a whole new way of understanding what a firm does. Porter's groundbreaking concept of the value chain disaggregates a company into 'activities', or the discrete functions or processes that represent the elemental building blocks of competitive advantage. Now an essential part of international business thinking, COMPETITIVE ADVANTAGE takes strategy from broad vision to an internally consistent configuration of activities. Its powerful framework provides the tools to understand the drivers of cost and a company's relative cost position. Porter's value chain enables managers to isolate the underlying sources of buyer value that will command a premium price, and the reasons why one product or service substitutes for another. He shows how competitive advantage lies not only in activities themselves but in the way activities relate to each other, to supplier activities, and to customer activities. That the phrases 'competitive advantage' and 'sustainable competitive advantage' have become commonplace is testimony to the power of Porter's ideas. COMPETITIVE ADVANTAGE has guided countless companies, business school students, and scholars in understanding the roots of competition. Porter's work captures the extraordinary complexity of competition in a way that makes strategy both concrete and actionable.

17,979 citations

Book ChapterDOI
TL;DR: The most powerful way to prevail in global competition is still invisible to many companies as discussed by the authors, which is why the concept of the corporation itself has not yet been recognized as a powerful competitive advantage.
Abstract: The most powerful way to prevail in global competition is still invisible to many companies. During the 1980s, top executives were judged on their ability to restructure, declutter, and delayer their corporations. In the 1990s, they’ll be judged on their ability to identify, cultivate, and exploit the core competencies that make growth possible — indeed, they’ll have to rethink the concept of the corporation itself.

15,465 citations