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Griffith University Inter-Organisational Relationships for Events Tourism

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Griffith University Inter-Organisational Relationships for Events Tourism Inter-Organisational Relationships for Events Tourism Strategy Making in Australian States and Territories Author Stokes, Robyn L. Published 2004 Thesis Type Thesis (PhD Doctorate) School School of Tourism and Hotel Management DOI https://doi.org/10.25904/1912/501 Copyright Statement The author owns the copyright in this thesis, unless stated otherwise. Downloaded from http://hdl.handle.net/10072/367441 Griffith Research Online https://research-repository.griffith.edu.au Griffith University School of Tourism and Hotel Management Faculty of Commerce and Management Inter-organisational relationships for events tourism strategy making in Australian states and territories Author: Robyn L. Stokes BA, Grad Dip. Recreation Planning, MBA Submitted in fulfilment of the requirements of the degree of Doctor of Philosophy June, 2003 Abstract This research examines the impact of inter-organisational relationships of public sector events agencies on events tourism strategy making within Australian state/territories. The global expansion of events tourism and sustained interest in networks and relationships as conduits to strategy underpin this topic. Although public sector institutional arrangements exist in many countries including Australia to develop events tourism, there is no known empirical research of inter organisational relationships for strategy making in this domain. Against this background, the research problem of the thesis is: How and why do inter-organisational relationships of public sector events agencies impact upon events tourism strategy making within Australian states and territories? Based on a review of themes and issues within the two parent theories of tourism strategy and inter-organisational relationships, a theoretical framework and four research issues are developed. These issues are: RI 1: How does the public sector institutional environment impact upon events tourism strategies and the inter-organisational relationships that shape them, and why? RI 2: How do events tourism strategy forms and processes reflect and influence events agencies' inter-organisational relationships, and why? RI 3: What are the forms and characteristics of events agencies' inter organisational relationships for shaping events tourism strategies, and why? RI 4: What are the incentives and disincentives for events agencies to engage in inter-organisational relationships for events tourism strategy making, and why? Because this research explores a new field within events tourism, it adopts a realism paradigm to uncover the 'realities' of events agencies' inter-organisational relationships and strategies. Two qualitative methodologies are adopted: the convergent interview technique (Carson, Gilmore, Perry, & Gronhaug 2001b; Dick 1990) and multiple case research (Perry 1998, 2001; Yin 1994). The convergent interviews serve to explore and refine the theoretical framework and the four ii research issues investigated in the multiple case research. These cases are represented by the inter-organisational relationships of events agencies in six Australian states/territories. Findings about the public sector institutional environment (research issue 1) show that events tourism strategies are influenced by different public sector policies and influences, the organisational arrangements for events tourism, the roles of events agencies and the lifecycle phase of events tourism in each state/territory. In relation to events tourism strategy forms (research issue 2), reactive/proactive strategies that respond to or address arising events or opportunities are common with a limited application of formal planning strategies. However, events agencies' strategy processes do reflect a range of strategic activities of importance. Inter-organisational relationships of events agencies (research issue 3) are typified by informal, government-led networks that influence, rather than develop, events tourism strategies. Finally, the importance of a number of incentives and disincentives for agencies to engage in inter-organisational relationships for events tourism strategy making is established. The final conceptual model depicts the themes within all four research issues and links between them to address the research problem. The conclusions of this research make a major contribution to events tourism theory and build upon theories in tourism strategy and inter-organisational relationships. Further research opportunities are presented by these conclusions and the conceptual model which may be explored using other methodologies or alternative research contexts. Practical implications of the research for policy makers and agency executives relate to policy-strategy linkages, public sector organisational arrangements for events tourism, strategy forms and processes and frameworks to engage stakeholders in inter-organisational relationships for strategy making. Knowledge of incentives and disincentives for these inter-organisational relationships also provides a platform for events agencies to reflect upon and revise their modes of governance for events tourism strategy making. iii Dedication This thesis is dedicated to the memory of my father, D'Arcy James Stokes whose love, respect and intelligence shaped my aspirations and to whom I promised that I would complete this doctorate. Dad's belief in me remains a great inspiration. It is also dedicated to my mother, Hazel, for her love and support and the willpower to succeed that she instilled in me. iv Acknowledgements Firstly, I would like to express my gratitude to my Principal Supervisor, Professor Leo Jago and my Research Supervisor, Professor Chad Perry whose untiring commitment, intellectual advice, good humour and valuable time allowed me to complete this work. Chad, I will be forever grateful for your willingness to be involved in my thesis and that you so kindly continued your commitment to my work even after your retirement. To my Associate Supervisor, Dr Liz Fredline, many thanks for your professional advice and friendly support since day one of my enrolment. At this time, it is an honour for me to also recognise the great influence and encouragement provided to me by the late Professor Bill Faulkner who was my first supervisor on this research. Bill was instrumental in shaping my initial research ideas and he paved the way for me to secure the valuable involvement of public sector events agencies around Australia. My appreciation also goes to the CRC for Sustainable Tourism for its production of a brochure to promote my research. Next, I would like to extend my thanks to those executives within Australian events and tourism agencies who were so supportive of my research. Although it is not possible to name everyone, I would particularly like to thank Mike Rees, John Rose, Michael Denton, Brendan Downey and Belinda Dewhirst for their support. My gratitude is also expressed to the Faculty of Business at Queensland University of Technology for their valuable financial support and the leave that was granted to implement this research. At QUT, I would specifically like to acknowledge Professor Charles Patti and my close colleagues Cathy Neal, Stephen Clark and Deborah Bond for their support and friendship. Finally, this thesis would never have been completed without the love of my partner, Peter de Ryk whose level of patience and dedication to my happiness cannot be measured. Peter, you've made every page possible…..thank you. v Table of contents Abstract ii Dedication iv Acknowledgements v Table of contents vi Statement of original authorship xiii 1 Introduction 1 1.1 Background to the research 1 1.2 The research problem and research issues 2 1.3 Justification for this research 6 1.4 Methodology 11 1.5 Definitions 12 1.6 Delimitations of scope with justifications 14 1.7 Outline of the thesis 15 1.8 Conclusion 15 2 Literature review 17 2.1 Context: events and events tourism 19 2.1.1 Defining events, festivals and events tourism 19 2.1.2 Australia’s institutional environment for events tourism 25 2.1.3 The role of the independent events sector in events tourism 31 2.1.4 Events agencies' involvement in different events tourism categories 32 2.1.5 Summary of section 2.1 36 2.2 Parent theory one: tourism strategy 38 2.2.1 The strategy concept within tourism 39 2.2.2 Dimensions of tourism strategy: Form, scope, structure 45 and timing vi 2.2.3 Five tourism planning traditions 50 2.2.4 Stakeholder participation in tourism planning traditions 53 2.2.5 Stakeholder orientations of different organisational 57 approaches to tourism strategy making 2.2.6 Models of events tourism strategy processes 60 2.2.7 Summary of parent discipline one 74 2.3 Parent theory two: inter-organisational relationships 75 2.3.1 Theoretical foundations of inter-organisational relationships 75 2.3.2 Economic theories of relationship formation 77 2.3.3 Organisational theories of relationship formation 78 2.3.4 Strategic management perspectives on relationship formation 79 2.3.5 The interaction network approach 81 2.3.6 Relationship marketing theory 82 2.3.7 The network model and perspectives on networks 83 2.3.8 Macro-environmental influences on 91 relationships and networks 2.3.9 Characteristics of the relationship or network atmosphere 92 2.3.10 Inducements or incentives for inter-organisational 97 collaboration 2.3.11 Barriers or disincentives for inter-organisational 101 relationships 2.4 Inter-organisational relationships in tourism 104 2.4.1 Inter-organisational relationships and events 109 2.4.2 Summary of parent theory two 111 2.5
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