New Innovation Networks In Destinations 2

New innovation networks in destinations 2.0

Oriol [email protected]

&Sílvia Sivera

[email protected]

Universitat Oberta de Catalunya

Barcelona, May, 21, 2008

mailto:[email protected]

mailto:[email protected]

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Networks


There’s a multilevel and multitheorical perspective to explain how internal an external networks are build, maintained, disappear and rebuild in organizations.Shapes:• Personal contact• Information exchange

(internal and external)• Strategic alliances• Global network organizations• etc.

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Networks & organizational change


Organizational change: merging of new network shapes inside the organization as an integral part of evolution in the new “network society” (Castells, 1996)

Through globalization communication finds 5 scenarios:• People• ITC• Capital• Entertainment and culture• Ideas (Appuradai, 1990)

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Networks & organizational change


Changes in social geography:Tourism destination transcends local reality but becomes part of a broader comprehension of the destinations, more global. Time and space shrink:Through virtual organizations workers can work from the distance.Through web 2.0 cooperation and knowledge exchange information is possible as well.

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Networks embedding and disembedding


Organizations become embedded in larger networks of social processes and are influencing and getting influenced by these networks. (Granovetter, 1982, 1992)Though organizations loose also links to traditional networks (disembedding). (Giddens, 1984)

Re-embedding emerges through globalization pushing people to establish new links in the distance and restructuring their world. They change their orientation from local to global. (DeSanctis & Monge, 1999)

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Knowledge paradigm in destinations


Need of more flexible structures and more cooperative, through temporary alliances (inside and outside the clusters) according to segment oriented marketing strategies. Alliances may move from local to global.Opportunity to use clusters and associations as knowledge networks

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Knowledge networks


Existing studies suggest that because knowledge is becoming more widely distributed innovation increasingly needs to occur at the interstices' of collaborating groups and organizations.

Networked innovation processes have distinct advantages for the creation and integration of knowledge. (J. Swan & H. Scarborough, 2005)

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External forces for innovation


Firm Strategy, Structure and

Rivalry

Demand Conditions

Related and Supporting

Industry

FactorConditions

SourcesOf

Innovation

Porter, 1990

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Triple Helix Model


Etzkowitz / Leyesdorff, 2000)

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Social capital

New innovation networks in destinations 2.0A reason to investigate: R. Burt states “[t]hat research and theory will better cumulate across studies if we focus on the network mechanisms responsible for social capital effects rather than trying to integrate across metaphors of social capital loosely tied to distant empirical indicators.” (2000)

“The two mechanisms most often cited are protection within closed networks and brokerage across structural holes,..” (Burt, 2000)Putnam (1995) calls them, bondind and bridging (also known as brokering)

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Social capital


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Internal and external networks


Internal Networks in the destination:Clusters in torusim need to socialize in a sustainable process of collaboration where trust is essential. This means a radical change of mentality.

External networks:Brokers and leaders with external links will be essential in leveraging knowledge inside the destination.

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External networks: APTALC


The APTALC case:Hypothesis: External networks with strong social capital are good to foster innovation in destinations

Conclusions: SOCIAL CAPITAL• strong internal cohesion• homogeneous profile of members• high level of trust among members• well structured leadership• members pursue knowledge creation and

exchange to improve personal skills• the network supports professional information• Strong external networks

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External networks: APTALC


The APTALC case:

Conclusions: FOSTER INNOVATION• Members know achievements of other

members• Knowledge exchange is strong• Members use the network to share

knowledge and innovation• Innovation leaders are also brokers• High level of innovation projects in the last

years

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Web 2.0


Web 2.0 is a term describing the trend in the use of World Wide Web technology and web design that aims to enhance creativity, information sharing, and, most notably, collaboration among users. (Wikipedia)

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Web 2.0


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Web 2.0: users in Europe


• 1.500 members• 58 groups of interest• topics:

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Communication 2.0


Word of mouth

to

Word of mouseViral marketing: take advantage of online word of mouth, through persuasive messages, that are designed to be shared among people, mainly over the e-mail.Buzz: online and offline simultaneity

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Destination 2.0


• Leadership: DMOs and industry

• Take advantage of internal and external networks

• Foster cohesion and bridging

• Identify internal groups (clusters)

• Knowledge => innovation

• Fostering collaboration and communication

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Destination 2.0


Leadership: DMOs and industrySocial networks, blogs, Flickr, Google maps, RSS, digg,

Take advantage of internal and external networksFoster cohesion and bridgingIdentify internal groups (clusters)

Social networks, e-mail , Facebook, twitter, RSS, digg

Knowledge => innovationSocial networks, wikis, google docs, YouTube, Slideshare, RSS

Fostering collaboration and communicationBlogs, Social networks, YouTube, Flickr, Google maps,RSS,

Flickr,

New Innovation Networks In Destinations 2

Education

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