Managing knowledge in tourism planning: How to assess your capability

Scott, N. R. and Clark, S. (2006) Managing knowledge in tourism planning: How to assess your capability. Journal of Quality Assurance in Hospitality and Tourism, 7 1/2: 117-136. doi:10.1300/J162v07n01_07


Author Scott, N. R.
Clark, S.
Title Managing knowledge in tourism planning: How to assess your capability
Journal name Journal of Quality Assurance in Hospitality and Tourism   Check publisher's open access policy
ISSN 1528-008X
Publication date 2006-08-29
Sub-type Article (original research)
DOI 10.1300/J162v07n01_07
Volume 7
Issue 1/2
Start page 117
End page 136
Total pages 20
Editor H. Qu
Place of publication Binghamton, New York, USA
Publisher The Haworth Hospitality & Tourism
Collection year 2006
Language eng
Subject C1
350501 Tourism Policy and Planning
710599 Tourism not elsewhere classified
Abstract This paper explores the theme of strategic planning in a State Tourism Organization (STO) from a knowledge management perspective. It highlights the value of knowledge in strategy making and the importance of an organisation's knowledge management agenda in facilitating a strategic planning process. In particular, it considers the capability of an STO to implement knowledge management as the key to a successful strategic planning exercise. In order to develop greater insight into the factors that impact on planning competence, the key aim of this paper is to develop a framework on which the capability of a STO to implement a knowledge-based agenda in strategic planning can be assessed. Research on knowledge management in the field of tourism is limited and there is little practical account of the application of knowledge management principles in tourism planning. Further, there is no apparent tool or instrument that allows for the assessment of an STO's capability to implement knowledge management in planning initiatives. Based on a literature review, a three-point framework of assessment is developed. The three elements of the framework are identified as: 1. Integration of knowledge management objectives with strategic imperatives; 2. A planning approach that balances top-down (outcome focused) with bottom-up (process focused) planning processes; and 3. Organisational capacity, including leadership, people and culture, process, technology, content and continuous improvement. The framework is tested through application to a practical case study - a planning initiative undertaken by a leading tourism STO in Australia. The results demonstrate that the framework is a useful means to evaluate organisational capability in knowledge-led strategic planning exercises and would be of practical value as a point of reference for future knowledge- based strategic planning projects. Copyright © by The Haworth Press, Inc. All rights reserved.
Keyword Australia
China
Inbound tourism
Knowledge
Market intelligence
Q-Index Code C1

Document type: Journal Article
Sub-type: Article (original research)
Collections: Excellence in Research Australia (ERA) - Collection
2007 Higher Education Research Data Collection
UQ Business School Publications
 
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Created: Wed, 15 Aug 2007, 10:27:09 EST