Hdl Handle:
http://hdl.handle.net/10149/344590
Title:
Alliances in the International Travel Industry
Authors:
Evans, N. G. (Nigel)
Affiliation:
Teesside University, Teesside University Business School
Citation:
Evans, N.G. (2001), Alliances in the International Travel Industry: A Sustainable Strategic Option?, International Journal of Hospitality and Tourism Administration, 2(1), 1-26
Publisher:
Taylor & Francis
Journal:
International Journal of Hospitality & Tourism Administration
Issue Date:
31-May-2001
URI:
http://hdl.handle.net/10149/344590
DOI:
10.1300/J149v02n01_01
Additional Links:
http://www.tandfonline.com/doi/abs/10.1300/J149v02n01_01
Abstract:
The tourism literature has viewed sustainability in terms of the issues pertaining to the sustainability of physical, cultural, or social environments or considered the underlying policy frameworks. However, it is argued that sustainability in a tourism context can also be viewed as an aspect of the competitive environment. The globalisation of business, the intensity of competition, the increased use of information technology and the increasing sophistication of consumers have all had an impact on the increasing propensity of companies to form alliances. This trend has been particularly discernible in the international travel industry that has grown to serve the needs of tourists. This paper traces the development of alliances in the travel industry through the presentation of a number of travel industry case studies and questions the extent to which alliances represent sustainable strategic options. Drawing on the business management literature, lessons for alliance survival and success are discussed. The paper concludes that individual strategic alliances in the travel industry are rarely sustainable as external pressures and internal commercial imperatives combine to force them apart but the notion of working collabo-ratively is indeed a sustainable way of working.
Type:
Article
Language:
en
ISSN:
1525-6480; 1525-6499
Rights:
Author can archive post-print (ie final draft post-refereeing) following 18 month embargo. For full details see http://www.sherpa.ac.uk/romeo [Accessed: 19/02/2015]

Full metadata record

DC FieldValue Language
dc.contributor.authorEvans, N. G. (Nigel)en
dc.date.accessioned2015-02-19T14:51:44Zen
dc.date.available2015-02-19T14:51:44Zen
dc.date.issued2001-05-31en
dc.identifier.citationInternational Journal of Hospitality & Tourism Administration; 2 (1):1en
dc.identifier.issn1525-6480en
dc.identifier.issn1525-6499en
dc.identifier.doi10.1300/J149v02n01_01en
dc.identifier.urihttp://hdl.handle.net/10149/344590en
dc.description.abstractThe tourism literature has viewed sustainability in terms of the issues pertaining to the sustainability of physical, cultural, or social environments or considered the underlying policy frameworks. However, it is argued that sustainability in a tourism context can also be viewed as an aspect of the competitive environment. The globalisation of business, the intensity of competition, the increased use of information technology and the increasing sophistication of consumers have all had an impact on the increasing propensity of companies to form alliances. This trend has been particularly discernible in the international travel industry that has grown to serve the needs of tourists. This paper traces the development of alliances in the travel industry through the presentation of a number of travel industry case studies and questions the extent to which alliances represent sustainable strategic options. Drawing on the business management literature, lessons for alliance survival and success are discussed. The paper concludes that individual strategic alliances in the travel industry are rarely sustainable as external pressures and internal commercial imperatives combine to force them apart but the notion of working collabo-ratively is indeed a sustainable way of working.en
dc.language.isoenen
dc.publisherTaylor & Francisen
dc.relation.urlhttp://www.tandfonline.com/doi/abs/10.1300/J149v02n01_01en
dc.rightsAuthor can archive post-print (ie final draft post-refereeing) following 18 month embargo. For full details see http://www.sherpa.ac.uk/romeo [Accessed: 19/02/2015]en
dc.titleAlliances in the International Travel Industryen
dc.typeArticleen
dc.contributor.departmentTeesside University, Teesside University Business Schoolen
dc.identifier.journalInternational Journal of Hospitality & Tourism Administrationen
or.citation.harvardEvans, N.G. (2001), Alliances in the International Travel Industry: A Sustainable Strategic Option?, International Journal of Hospitality and Tourism Administration, 2(1), 1-26en
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