A Case Study Based Mix-Method Research Design for Practicing Resource Orchestration in Tourism Destinations

Year 2019, Volume: 6 Issue: 2, 239 - 253, 01.11.2019

Emre Erbaş

Abstract

The ability of modular
design of tourism attractions is crucial to attract tourists to certain
destinations. Establishing connections between these attractions in a way to
create multiplicative effects can be a great value for the competitiveness and
sustainability of destinations. Still, appropriate techniques and managerial
approaches for analyzing and practicing such an approach are ignored in the
extant research. This study develops a case study-based mixed-method research
design based on analytical hierarchy process and interpretive structural
modeling techniques with resource orchestration theory to better understand and
practice destination product portfolio development. The practice of the
proposed approach is illustrated in a city tourism destination. The product
options regarded here include the orchestration of different types of tourism bundled
of different attractions within the case destination. A mapping of
interconnections between the types of tourism is presented which is based on
the degree of their relative explanatory power and hierarchical levels.  The proposed method is appropriate not only
for tourism but also for other areas of management or marketing of a product or
service. Discussions and suggestions based on the proposed approach are also
included.

Keywords

Mixed method, qualitizing, case study, resource orchestration, tourism destination

References

• Archibald, M. M., Radil, A. I., Zhang, X. & Hanson, W. E. (2015). Current mixed methods practices in qualitative research: a content analysis of leading journals. International Journal of Qualitative Methods, 2, 5-33.Baseley, P. & Kemp, L. (2012). Mosaics, triangles, and DNA: Metaphors for integrated analysis in mixed methods research. Journal of Mixed Methods Research, 6(1), 55-72.Benur, A. M. & Bramwell, B. (2015). Tourism product development and product diversification in destinations. Tourism Management, 50, 213-224.Briedenhann, J., & Wickens, E. (2004). Tourism routes as a tool for the economic development of rural areas: Vibrant hope or impossible dream?. Tourism Management, 25(1), 71-79.Creamer, E. G. (2018). An Introduction to Fully Integrated Mixed Methods Research. USA: SAGE.Creswell, J. W., Clark, V. L. P., Gutmann, M., & Hanson, W. (2003). Advanced mixed methods research designs’, In Tashakkori, A. & Teddlie, C. (Eds.), Handbook of mixed methods in social and behavioral research (pp. 209-240). Thousand Oaks, CA: SAGE.Creswell, J. W. & Clark, V. L. P. (2007). Designing and conducting mixed methods research. California: SAGE.Crouch, G.I., & Ritchie, J. R. Brent. (2000). The competitive destination: A sustainability perspective. Tourism Management, 21(1), 1-7.Danneels, E. (2011). Trying to become a different type of company: dynamic capability at Smith Corona. Strategic Management Journal, 32(1), 1-31.Denzin, N., and Lincoln.Y. (1994). Handbook of Qualitative Research. Thousand Oaks, CA: SAGE.Eisenhardt, K. M. & Graebner, M. E. (2007). Theory building fromcases: opportunities and challenges. Academy of Management Journal, 50(1): 25-32.Ferri, M. A. & Aiello, L. (2017). Tourism destination management in sustainability development perspective, the role of entrepreneurship and networking ability: Tourist Kit. World Review of Entrepreneurship, Management and Sustainable Development, 13, 5-6.Fyall, A., & Garrod, B. (2004). Tourism marketing: A collaborative approach. Clevedon, UK: Channel View Publications.George, B. P., Henthorne, T. L. & Williams, A. W. (2016). Attraction diversity index: the concept, measure, and its relation with tourism destination competitiveness. Turismo: Estudos and Práticas (RTEP/UERN), 5(2), 9-29.Green, C. A., Duan, N., Gibbons, R. D., Hoagwood, K. E., Palinkas, L. A. & Wisdom, J. P. (2015). Approaches to Mixed Methods Dissemination and Implementation Research: Methods, Strengths, Caveats, and Opportunities. Administration and Policy in Mental Health. 42(5), 508-523.Greene, J. C., Caracelli, V. J., & Graham, W. F. (1989). Toward a conceptual framework for mixed-method evaluation designs. Educational Evaluation and Policy Analysis, 11(3), 255-274.Greffe, X. (1993). Is rural tourism a lever for economic and social development? In B. Bramwell, & B. Lane (Eds.), Rural tourism and sustainable rural development (pp. 22-40) Clevedon: Channel View Publications.Heyvaert, M., Hannes, K., & Onghena, P. (2016). Using Mixed Methods Research Synthesis for Literature Reviews. Thousand Oak: SAGE Mixed Method Research Series.Helfat C, Finkelstein S, Mitchell W, Peteraf M, Singh H, Teece D, Winter S. (2007). Dynamic Capabilities: Understanding Strategic Change in Organizations. Malden, MA: Blackwell.Hitt, M. A., Ireland, R. D., Sirmon, D. G., & Trahms, C. A. (2011). Strategic entrepreneurship: creating value for individuals, organizations, and society. Academy of Management Perspectives, 25, 57-75.Jajuga, K. & Walesiak, M. (1999). Standardisation of data set under different measurement scales in classification and information processing at the turn of the millennium. In Decker, R. and Gaul, W. (Eds.), Proceedings of the 23rd Annual Conference of the Gesellschaft fur Klassifikatione. Y., (pp. 105-113). Germany: University of Bielefeld,.Jorgensen, D. L. (1989). Participant Observation: A Methodology for Human Studies. Newbury Park, CA: SAGE.Khandelwal, S., R. Goyal, N. Kaul, & Singhal, V. (2011). Study of land surface temperature variations with distance from hot spots for urban heat island analysis, (Paper reference no: PN-367). Geospatial World Forum, Theme Dimensions and Directions of Geospatial Industry, Hyderabad (India).Kortmann, S., Gelhard, C., Zimmermann, C. & Piller, F. T. (2014). Linking strategic flexibility and operational efficiency: the mediating role of ambidextrous operational capabilities. Journal of Operations Management, 32(7-8), 475-490.Luck, L., Jackson, D. & Usher, K. (2006). Case study: a bridge across the paradigms. Nursing Inquiry, 13(2), 103-109.Malone, D. W. (1975). An introduction to the application of interpretive structural modeling, Proceedings of the IEEE, 63(3), 397-404.Morse, J. M. (1991). Approaches to qualitative-quantitative methodological triangulation. Nursing Research, 40, 120-123.Nzabonimpa, J. P. (2018). Quantitizing and qualitizing (im-)possibilities in mixed methods research. Methodological Innovations, May-August, 1-16.OECD (2016), OECD Tourism Trends and Policies 2016, Paris: OECD Publishing.Pfohl, H. C., Gallus, P., & Thomas, D. (2011). Interpretive structural modeling of supply chain risks. International Journal of Physical Distribution and Logistics Management, 41(9), 839-859.Porter, M. (1998). Clusters and the new economics of competition. Harvard Business Review November-December, 77-90.Rasul, A., Balzter, H. & Smith, C. (2017). Applying a normalized ratio scale technique to assess influences of urban expansion on land surface temperature of the semi-arid destination of Erbil. International Journal of Remote Sensing, 38(13), 3960-3980.Saaty, T. L. (2008). Decision making with the analytic hierarchy process. International Journal of Services Sciences, 1(1), 83-98.Saaty, T. L. (1980). The Analytic Hierarchy Process, NY: McGraw-Hill.Sandelowski, M., Voils, C. I. & Knafl, G. (2009). On quantitizing. Journal of Mixed Methods Research, 3(3), 208-222.Sandelowski, M. (2000). Combining qualitative and quantitative sampling, data collection, and analysis techniques in mixed-method studies. Research in Nursing and Health, 23, 246-255.Sandelowski, M., Voils, C. I. & Barroso, J. (2006). Defining and designing mixed research synthesis studies. Research in the Schools, 13, 29-40.Sirmon, D. G., Hitt, M. A., Ireland, R. D. (2007). Managing firm resources in dynamic environments to create value: looking inside the black box. Academy of Management Review, 32, 273-292.Sirmon, D. G., Hitt, M. A., Ireland, R. D. & Gilbert, B. A. (2011). Resource Orchestration to Create Competitive Advantage: Breadth, Depth, and Life Cycle Effects. Journal of Management, 37(5), 1390-1412.Tashakkori, A & Teddlie, C. (1998). Mixed Methodology: Combining Qualitative and Quantitative Approaches. Thousand Oaks, CA: SAGE.Teddlie, C., & Tashakkori, A. (2009). Foundations of mixed methods research: Integrating quantitative and qualitative approaches in the social and behavioral sciences. Thousand Oaks, CA: Sage.Wales, W. J., Patel, P. C., Parida, V., & Kreiser, P. M. (2013). Nonlinear effects of entrepreneurial orientation on small firm performance: the moderating role of resource orchestration capabilities. Strategic Entrepreneurship Journal, 7(2), 93-121.Watson, R. H. (1978). Interpretive structural modeling - a useful tool for technology assessment?. Technological Forecasting and Social Change, 11(2), 165-85.Warfa A. M. (2016). Mixed-methods design in biology education research: Approach and uses. CBE-Life Sciences Education, 15(4), 1-11.Warfield, J. W. (1974). Developing interconnected matrices in structural modeling. IEEE Transcript on Systems Men and Cybernetics, 4(1), 51-81.Wang, Y., & Fesenmaier, D. (2007). Collaborative destination marketing: A case study of Elkhart County, Indiana. Tourism Management, 28, 863-875.Wisdom J. & Creswell, J. W. (2013). Mixed Methods: Integrating Quantitative and Qualitative Data Collection and Analysis While Studying Patient-Centered Medical Home Models (Publication No. 13-0028-EF). Rockville, MD: Agency for Healthcare Research and Quality.Witcher A, Onwuegbuzie, A. J. & Minor, L. C. (2001). Characteristics of effective teachers: perceptions of preservice teachers. Res Schools, 8, 45-57.