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The aim of this chapter is to understand the nature of business collaboration between healthcare service providers and tourism agencies in Malaysia. Interviews with 17 healthcare service providers in Malaysia reveal that most of the collaboration between healthcare service providers and tourism agencies in Malaysia is informal or loose, despite their intention to leverage on medical tourism for business expansion. Close and tight collaborations are rare. The findings point towards the main reasons behind the rare collaboration which are the high customer orientation of healthcare service providers, the strategic move of business and support for government agenda.

While tourism scholars have increasingly recognized the significance of collaboration as an essential element in tourism development, there is a lack of theoretical and empirical research centering on (trans)local collaboration as a central means for future tourism development in Greenland. The purpose of this paper is to analyze the conceptual and analytic potentials and challenges of collaboration in an explorative case study.

The paper applies a case study approach to scrutinize collaboration in the setting of a tourism workshop in South Greenland. This research approach is exploratory in nature and focuses on collaborative activities among participants from different research institutions and countries, from Campus Kujalleq in Qaqortoq, from small-scale enterprises and businesses, managers of destination marketing organizations and local fishermen.

Four “collaborative configurations” emerged during the workshop. These inspire and challenge ways of (re)conceptualizing collaborative tourism development in South Greenland and call for the reconsideration of the present approach toward tourism development for shaping new possible future(s) of tourism in the Greenlandic context.

The relevance of this paper emerges from the crucial significance that tourism actors in Greenland credit collaboration. Moreover, by approaching development issues from within and mutually developing possible practice solutions through collaboration with local tourism actors, the paper aims to give voice to the local community, which currently is lacking in the debate on tourism development in Greenland.

This study explored the role of inter-organizational systems (IOS) appropriation in the form of five key IOS usage-based capabilities, namely, IOS use for communication, intelligence, integration, collaboration and coordination in the development of tourism SC agility and resilience. Furthermore, the inter-relationship among these IOS usage-based capabilities were explored.

The study collected perceptual measures from hotel managers and tour managers having sufficient experience in the tourism sector. With 209 completed responses, the data were analyzed using partial least squares.

The study found IOS use of communication and intelligence as prominent enablers of IOS use for integration, collaboration and coordination. Furthermore, IOS use for integration, collaboration and coordination was found to have a prominent influence in the development of tourism SC agility and resilience. However, the influence of IOS use for communication on collaboration was not supported. Also, the impact of IOS use for collaboration in tourism resilience development was not supported.

The study is the foremost to explore the role of IOS appropriation in the development of dynamic capabilities like agility and resilience in tourism. Furthermore, the study also contributed to extant literature on IOS appropriation through suggesting two additional factors, namely, IOS use for collaboration and coordination to the existing IOS usage-based capabilities.

This paper aims to explore the Kinh and ethnic stakeholders’ participation and collaboration in tourism planning in Sapa, Vietnam.

The primary data collection involved semi-structured interviews with 33 key tourism stakeholders, and data were analyzed using qualitative content analysis.

The findings reveal that in terms of participation and collaboration in tourism planning, there is little difference between the Kinh and ethnic groups. Tourism planning is viewed as a top-down approach, and both groups at the community level have very limited participation in tourism planning activities. However, at the on-site management level, there are opposing views between high (Kinh) and low (ethnic) management levels about participation in tourism planning. Both groups recognize the need for interdependence regarding collaboration in tourism planning. They also share similar aspects in regard to facilitating and hindering their participation in tourism planning.

The limitations of this study include the use of a qualitative method, which limited the number of respondents. Future research could benefit from the application of quantitative research methods to include a greater number of local tourism stakeholders.

This study contributes to a better understanding of tourism planning in the Vietnamese context and has some practical implications for destination management and policymaking.

This is the first study to investigate the perspectives of Kinh and ethnic groups in term of participation and collaboration in tourism planning in the Vietnamese context.

This paper aims to explore gender disparities in the production of tourism knowledge with particular reference to academic journals.

Authorship and co-authorship analyses were conducted of data extracted from articles and research notes published between 1965 and 2016 in 25 hospitality and tourism journals.

Gender imbalances are evident in the production of knowledge, though the disparities appear to be decreasing. While heterophilic research collaborations (those between men and women) show some evidence of higher productivity, homophilic collaborations (between males) have greater impact. The findings highlight gender imbalances in international collaborations, in SSCI listed journals, in first authoring and by country. There is evidence of higher collaborative levels among male authors and the differences have increased over time. The positioning of men and women within tourism scholarly networks shows no marked differences.

This data-driven analysis provides decision makers and policymakers with evidence to support well-targeted programs that advance female contributions in hospitality and tourism research collaborations. For example, senior academics and University administrators might offer support for female researchers to become more actively involved in hospitality and tourism research groups and projects. Universities or schools might also seek to encourage collaborations between male and female researchers in their performance indicators.

This study is one of the first to examine gender disparities and positioning in collaborative hospitality and tourism research.

Destination Management Organisations (DMOs) are very much a part of the Scottish tourism landscape in 2011. Some regional tourism stakeholders have created DMOs to manage their respective regional attractions, but until now, this has not been the case with north‐east Scotland. As a prelude to the potential creation of a regional DMO, the purpose of this paper is to empirically evaluate tourism business leaders' attitudes and likely acceptance of the DMO's structure and functions.

The Thomas‐Kilmann Conflict Mode (TKCM) was utilised to provide an evaluative framework, with discussion of the assertiveness versus cooperativeness needs of tourism business stakeholders in the region. The TKCM's measurement instrument was utilised along with a purpose‐built questionnaire to gather information about tourism leaders' interaction orientations and their level of support for the formation of a DMO, its structure and functions.

Tourism leaders in north‐east Scotland are collaboration‐oriented. Initial findings indicate that on balance, tourism businesses (as expressed by their managers/owners) are persuaded by the attractiveness of collaboration at an integrated regional level, but would nevertheless prefer a certain degree of competition. In addition, organisational size and membership of existing destination management networks appear to moderate the interaction choice preference.

First, the scale and questionnaire instrument developed to test attitudes toward a DMO formation have not been exhaustively evaluated, nor have the potential moderating factors been comprehensively assessed. A more robust and validated scale should be developed and moderators clearly modelled. Second, current sample size is limited and may not provide an adequate basis for generalisation. In future, a larger sample should be employed. Finally, this research is exploratory in scope, and future research, designed along an evaluative and analytical basis, is encouraged.

Collaboration within a new DMO in marketing to new markets and the support for this is not challenged, but some competition among tourism providers will continue. It is likely that the disparity between tourism performance in the city and rural areas will continue in the near future. The role of the DMO will therefore involve enlarging the customer base and raising the tourism profiles of both city and rural locations, in order to create a level playing field.

This research is the first to utilise the TKCM and Instrument to assess tourism business leaders' assertiveness versus cooperativeness orientations, prior to the initiation of an alliance in a region. The paper shows that this approach holds viability for future research in this direction, especially the potential of TKCM as a predictive framework for interorganisational interaction and collaboration.

The aim of the study is to consider the extent to which the 17 sustainable development goals (SDGs) agreed by United Nations member states contribute to sustainable tourism and to relevant targets in North Cyprus. The study also investigates how tourism stakeholders in North Cyprus understand and implement the UN’s SDGs.

A qualitative study with structured questions was used to investigate awareness of the UN SDGs and collaboration between 19 tourism stakeholders from different sectors (tour guides, hotels, travel agencies, restaurants and government) in North Cyprus.

The results of the study reveal that not all of the SDGs have been embraced in North Cyprus, and that there is lack of understanding about the goals and about the need for collaboration among the different tourism stakeholders in North Cyprus.

This study reveals many shortcomings in implementing sustainable tourism in North Cyprus. It would seem that only issues that affect financial performance are prioritised. At present, tourism stakeholders in North Cyprus do not collaborate and do not believe that collaboration would, in any way, influence the sustainability of tourism in the region or benefit them financially. Given this finding, stakeholder collaboration needs to be enhanced in support of tourism sustainability in North Cyprus, and in this, the government needs to act as a catalyst.

Many developing countries are trying to improve living conditions and, at the same time, protect the environment by implementing sustainable development initiatives. The most common initiatives include the creation of protected areas for tourism development. In this context, sustainable development targets for island economies such as North Cyprus are important.

Collaboration is now an important part of public sector management. The purpose of this paper is to examine the factors that have helped shape the relationships between public agencies involved in sports tourism.

Using critical case sampling 54 in‐depth interviews were conducted with public officials in Northern Ireland and the Republic of Ireland.

The authors have produced the “Theory of collaborative advantage in relation to sports tourism”. This model captures the dynamics of collaboration in the sports tourism policy arena. A total of 12 practitioner themes and four cross‐cutting themes were identified and although each theme and the issues and tensions identified within it can affect inter‐organizational relationships in a particular way, the model illustrates how each theme is interlinked and is part of a larger, more complex picture.

Like all empirical research, this paper has its limitations but if the issues that affect collaboration are not identified then they cannot be addressed. Although no two collaborative settings are the same, public sector managers need to be aware of the factors that affect, or may affect, inter‐organizational relationships so that they can pre‐empt problems and maximise the use of resources.

Hopefully this paper will, in some way, lead to better planning and management of sports tourism and encourage those involved in sports tourism policy to adapt a collaborative, rather than an isolated, approach.

This study has contributed to knowledge by providing a better understanding of the inter‐relationships in the sports tourism policy arena.

In this chapter, we aim to analyse the role and benefits of a strategic approach to business partnerships and suggest suitable forms and strategies. Thus, the chapter’s purpose is to present the methods and models for business venturing applied in the tourism-related industries.

This chapter takes a perspective of the small business/prospective entrepreneur and analyses how the collaborative methods can contribute towards the business venture’s development and success. Literature review was conducted on issues and aspects of collaboration. Examples of best practices are used to illustrate the collaborative forms.

This chapter builds on extant bibliography to discuss the relevance of collaboration as well as its contribution within the tourism business environment. The study provides practical guidance and recommendations for the critical importance of adopting and implementing collaborative forms and strategies. Cooperation and collaborating could make a significant contribution in designing, managing and marketing services and experiences.

This study is explorative in nature because the discussion is based on a literature review. It takes more entrepreneurial/practical than academic approach.

Entrepreneurs should carefully consider the various collaborative options at the initial stage of their business venture in order to increase the probabilities of success. By entering into a business venture, tourism providers can also provide appealing experience opportunities and extra customer value. However, some key issues need to be considered and resolved in order to realise the potential benefits.

This chapter offers prospective entrepreneurs practical guidance of and insights in collaborative forms and strategies.

The aim of this chapter is twofold: (i) to explore the issue of experience within the context of the hotel industry and (ii) to analyze the contribution of collaboration between businesses in providing valuable experiences in hotel settings.

Extensive literature reviews have been done on dimensions and outcomes of tourist experiences and on collaboration/business venture’s contribution in providing memorable experiences in the hotel industry. A case study is then used to illustrate how hotel operations are collaborating to provide tourism experience opportunities.

(i) Collaboration between hotel operations makes a significant contribution in providing special guest experiences; (ii) Investment in business ventures is a good investment because it constitutes a potential source of competitive advantage; (iii) A collaborative platform wisely designed creates a series of business benefits.

This study is explorative in nature. Based on a single case study of a business network, the suggestions are indicative rather than conclusive. Thus, more empirical studies and analyses are needed to fully validate the chapter’s suggestions.

The collaborative approach is a requirement for hotel businesses in providing valuable tourism experiences and in overcoming the issues and challenges arising within the context of experiential tourism. This collaboration offers a way of enriching and deepening guests’ experiences, based on endogenous resources and meeting the tourists’ requirements.

Offers insights on tourism providers’ collaborations in offering attractive experience opportunities to their customers.