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Destination Management through Organizational Ambidexterity

Seraphin, H, Smith, S, Scott, RP and Stokes, P (2018) Destination Management through Organizational Ambidexterity. Journal of Destination Marketing and Management. ISSN 2212-571X

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Abstract

Tourism can help regenerate post-colonial, post-conflict and post-disaster destinations (PCCDs), and national governments and destination marketing organisations (DMOs) play a central role in this. They face the dilemma of either consolidating tourism situations with seemingly safe, known, predictable steps, or taking more ambitious risk-prone, less tried-and-tested and more uncertain approaches. This choice can be portrayed as the respective exploitative and explorative dimensions of strategic conceptual framework of organisational ambidexterity (OA). This regional spotlight provides a conceptual analysis using the lens of OA to examine these dynamics. It focuses on the specific case of Haiti, set within the context of the Caribbean region. A range of OA effects in relation to tourist enclaves is identified. In particular, the spotlight argues for less segregation and separation between tourist and local populations, along with a need for DMOs to espouse more exploitative-explorative postures. In terms of wider implications, it can be argued that other Caribbean economies might learn lessons from the discussion of the Haitian case.

Item Type: Article
Subjects: G Geography. Anthropology. Recreation > G Geography (General) > G149 Travel. Voyages and travels (General) > G154.9 Travel and state. Tourism
Divisions: School of Sport Studies, Leisure and Nutrition
Publisher: Elsevier
Date Deposited: 27 Mar 2018 10:32
Last Modified: 27 Mar 2018 10:37
DOI or Identification number: 10.1016/j.jdmm.2018.03.005
URI: http://researchonline.ljmu.ac.uk/id/eprint/8384

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