Interfirm conflicts in tourism value chains
Article publication date: 21 November 2016
This paper aims to develop a conceptual framework on interfirm conflicts in tourism value chains. The framework includes types of conflict, triggers of conflict and their preconditions, consequences of conflict and measures for preventing conflict.
The framework is developed from a review of literature that is focused largely on tourism value chains, interfirm conflicts and interorganizational relations. It draws on the ideas, concepts and empirical evidence offered in the literature.
Conflicts can be distinguished by their level of explicitness and by the motives on which they are grounded. They may be triggered by opportunistic behaviours, coercive demands, perceptions of unfairness or dissatisfaction with partner’s performance. Preconditions include exogenous events, asymmetrical power distribution, antagonism of goals and differences in perceptions of reality and serve as a breeding ground for the triggers. Consequences are typically destructive but may also offer opportunities for constructive outcomes. Joint implementation of formal contracting and relational governance may be used to prevent conflicts.
This paper provides a conceptual framework that can be used by scholars wishing to conduct more detailed empirical research on the subject. It can also be used by practitioners to assess interorganizational relations within their tourism value chains and to develop appropriate measures for preventing interfirm conflicts.
Mwesiumo, D. and Halpern, N. (2016), "Interfirm conflicts in tourism value chains", Tourism Review, Vol. 71 No. 4, pp. 259-271. https://doi.org/10.1108/TR-07-2016-0020
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