Tourism is one of Ireland’s largest and fastest growing economic sectors, projected to contribute €5 billion overseas earnings and employ 250,000 people by 2025 (DTTaS, 2015). The vast majority of tourism operators in... [ view full abstract ]
Tourism is one of Ireland’s largest and fastest growing economic sectors, projected to contribute €5 billion overseas earnings and employ 250,000 people by 2025 (DTTaS, 2015). The vast majority of tourism operators in Ireland are micro-firms (Holden et al., 2010; Reinl and Kelliher, 2014), employing less than 10 people with an annual turnover far below €2 million (EU, 2015). These firms require ‘…the right mix of skills’ (DTTaS, 2015: p. 6), to capitalise upon this planned expansion. A combination of an ageing population, enhanced technological platforms and an increasingly competitive environment, challenge micro-tourism operators to rapidly adapt to a fluid business market. Therefore, it is pertinent that different tourism segments are explored and that the truncated tourism season is expanded in order to facilitate the projected growth in the sector. Such an ambition calls for a re-imagining focus on the wider tourist cohort, incorporating a strategic approach to the niche potential of senior tourism.
PhD Title
‘A framework for maximising the niche potential of senior tourism for Irish culture and heritage micro-firms in off-peak season’.
Micro-tourism firms compete within a broader business landscape and developing a potent means of differentiating themselves from their rivals is their ultimate goal. This research paper focuses on exploring and aligning the dynamic capabilities (DC) literature-base with reference to the innovative practices of culture and heritage micro-tourism firms. This review encompasses core DC capabilities components such as: new process development; marketing; new product development; idea generation; market disruptiveness; marketing or change management mechanisms which will ultimately determine the trajectory of subsequent inquiry.
Research Question
‘How can Irish culture and heritage micro-firms utilise dynamic capabilities to maximise the niche potential of off-peak senior tourism?’ The research focus is on the identification and management of dynamic capabilities associated with successful culture and heritage micro-tourism firms and their propensity to engage with and exploit senior tourism markets.
Theoretical Base
The DC view relates to how firms generate a succession of temporary advantages to overcome the challenges of a changing environment. Dynamic capabilities once referred to the changing nature of the environment but evolving literature unanimously contends that they are attributable to ‘…the processes of creation and purposeful renewal of the resource base that enable a firm to react to new circumstances’ (Nieves and Haller, 2014: p. 225).
PhD Importance and Key Contribution
The research contribution proposes to develop a line of best fit between DC and micro-tourism firm literature in the context of senior tourism. The study will impact bi-laterally upon the academic and tourism business communities; addressing insufficient evidence as to the practical implementation of academic concepts regarding ‘…innovation and knowledge management’ (Thomas et al., 2011: p. 972). It is this processing of knowledge (absorption, utilisation and transformation) which is synonymous with dynamic capability theory. The tourism sector has a low propensity for developing such inventive processes and services and micro-firms within the industry remain under-researched.
References
Department of Transport, Tourism and Sport (2015) [Online] Available at: http://www.dttas.ie/sites/default/files/publications/tourism/english/people-place-and-policy-growing-tourism-2025/people-place-and-policy-growing-tourism-2025.pdf [accessed 22/09/2015].
European Union (2015) [Online] [available at]: http://ec.europa.eu/growth/smes/business-friendly-environment/sme-definition/index_en.htm [accessed 27/10/2015].
Holden, M. T., Foley, A., Lynch, P. and Hussey, J. (2010) ‘Building Entrepreneurship and Innovation through the Continuing Education of Micro and Small Tourism Enterprises: A Contemporary Framework for Program Delivery’, In proceedings of Conference on Tourism Entrepreneurship. Waterloo.
Nieves, J. and Haller, S. (2014) 'Building dynamic capabilities through knowledge resources', Tourism Management, Vol. 40, pp. 224-232.
Reinl, L. and Kelliher, F. (2014) 'The social dynamics of micro-firm learning in an evolving learning community', Tourism Management, Vol. 40: pp. 117-125.
Thomas, R., Shaw, G. and Page, S. J. (2011) 'Understanding small firms in tourism: A perspective on research trends and challenges', Tourism Management, Vol. 32, No. 5, pp. 963-976.
senior-tourism, dynamic capabilities, off-season, niche potential, micro-firm, culture and heritage [ view full abstract ]
senior-tourism, dynamic capabilities, off-season, niche potential, micro-firm, culture and heritage
