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Showing 3 results for Tourism
Prf Mohammad Ghaffari, Mrs Samane Sadat Nasiri,
Volume 6, Issue 1 (4-2019)
Volume 6, Issue 1 (4-2019)
Abstract
Background and Aim: Today, word of mouth communication plays a significant role in customer's decision-making, especially in the service environment, particularly tourism. However, it should be noted that several factors influence the pursuit of information (information tracking) in this type of communication that needs to be identified and strengthened.Therefore, the present study aims to provide a model for explaining effective factors in tracking information in electronic word of mouth communication among foreign tourists who have traveled to Kashan in the summer of 2016.
Methods: The present research is applied and the method of data collection is descriptive-survey.The sample size was estimated to 150 people according to Morgan and Krejcie tables and random sampling was performed.To collect the research data, 28 questionnaires and 8 demographic questionnaires were designed by reviewing the theoretical foundations of the research.
Results: Of the eleven hypotheses, three hypotheses of the effect of perceived ease on mental involvement and the effect of trustworthiness and mental involvement on information follow up were confirmed, and eight other hypotheses were rejected. Therefore, mental involvement is not affected by the source trustworthiness, validity of the message, and the perceived benefits of online counseling communication. Subjective conflict can be influenced by the perceived ease of online counseling communication and perception fun. Comes from online communication communications. The source's trustworthiness and perceived benefits and perceived enjoyment of online advices do not affect its follow-up, and the validity of the message in online advocacy communications is effective in tracking it. Mental conflicts with online advocacy are also affected by follow-up.
Conclusion: According to the findings of the research, marketing and tourism experts should strive to advertise their services and awareness to the tourists through the use of the Internet and social media capabilities.
Dr Mohammad Ghaffari, Dr Ehsan Soltanifar, Mr Farbod Ranjbar Motlagh, Ms Mina Khoshroo,
Volume 7, Issue 4 (3-2021)
Volume 7, Issue 4 (3-2021)
Abstract
Purpose: Growing development of technologies helped stronger customers with better relationship with companies. Consequently, marketers should pursue new ways of attracting customers and pathway. Modern customer buying path in the age of communication has been redesigned as 5A model (Aware, Appeal, Ask, Act, Advocate). The purpose is to identify customer opportunities of 5A model in tourism industry.
Methodology: The method is applied exploratory research. Population includes online tickets buyers of tours in Tehran province between February 2016 to August 2017. Sample consist of 12 targeted individuals selected to achieve theoretical saturation. Research data were collected through semi-structured interviews and analyzed using contextual analysis.
Results: Interview analysis identified, 35 indicators and 17 concepts in the form of 5 main categories: 1) Awareness, includes the concepts of word of mouth - recommendations, advertising - social media, environmental, mass media and SEO improvement; 2) Attraction includes the concepts of planned and expected positioning, the use of logical attractions, and marketing communications - persuasive advertising; 3) Question, includes the concepts of strengthening the customer relationship center, social group marketing, content marketing and social media marketing. Action categories, concepts of facilitating the purchase of brands through mobile applications (applications), ease of electronic payment through the payment gateway, offering different options from other brands and the integration of offline and online channels through Includes smartphone. The category of support includes the concepts of customer care programs, loyalty programs, including the provision of rewards and privileges, and the management of social customer relations (creating and stimulating dialogue between customers to solve their problems).
Conclusion: Opportunities in each of the stages of the 5A model in the tourism industry were identified. It is safe to say that companies using these opportunities could generate solutions where customers become aware of brands, be attracted to them, their questions are answered, buy brands' and services, and finally support brands and become their advertisers. Foremost opportunities of 5A model offers include: Friends suggestions, attractive site design, inclusive company website, e- payment portal, a message system.
Yazdan Shirmohammadi, Fatemeh Safa,
Volume 11, Issue 4 (1-2025)
Volume 11, Issue 4 (1-2025)
Abstract
Tourism is recognized as one of the most dynamic and rapidly growing economic sectors in recent decades, acting as a major driver of economic development, employment generation, and cultural exchange worldwide (Cristó & Sharpley, 2019). Within this broader industry, tourism start-ups play a central role in developing innovative products and services, enhancing destination attractiveness, and increasing stakeholder engagement. The performance of such start-ups, especially in urban tourism ecosystems such as Tehran, is increasingly dependent on their ability to leverage Information and Communication Technologies (ICT), foster knowledge integration, and innovate in both products and services. ICT has emerged as a key enabler of competitiveness in knowledge-intensive and service-oriented industries. It facilitates the acquisition and dissemination of knowledge across organizational boundaries, allowing firms to accelerate internal learning, adopt open innovation practices, and improve overall performance (Harif et al., 2022). Moreover, in the context of start-ups, where agility, adaptability, and resource constraints are often interwoven, strategic application of ICT becomes not just an operational necessity, but a performance catalyst.
Methods and Materoal
The present study employed a descriptive-correlational methodology based on structural equation modeling (SEM) using the SmartPLS 3 software. A total of 280 managers and employees from tourism start-ups based in Tehran were selected through convenience sampling. Standardized questionnaires were used to measure the constructs of interest, including ICT (Azam, 2015), open innovation (Hamed et al., 2018), knowledge integration, knowledge management (Iqbal et al., 2023), service innovation (Hu, 2009), marketing strategy (Koksal & Ozgul, 2007), and firm performance. Validity and reliability of the constructs were confirmed through Cronbach's alpha, composite reliability, Average Variance Extracted (AVE) and discriminant validity measures. Items with factor loadings below 0.4 were removed to ensure model parsimony. The GoF (Goodness-of-Fit) index was computed and interpreted based on Kline's (2010) thresholds to ensure robustness of the overall model.
Resultss and Discussion
The results reveal that ICT significantly influences three critical mediating variables: external knowledge integration (β = 0.60, t = 18.0), open innovation (β = 0.75, t = 26.55), and knowledge management (β = 0.512, t = 7.17). These findings support prior studies that conceptualize ICT not only as a data processing tool but also as a vehicle for organizational learning and innovation (Scuotto et al., 2017; Bhatt & Grover, 2005).Moreover, the integration of external knowledge has a direct and significant effect on knowledge management (β = 0.40, t = 8.59), underscoring the importance of external inputs in shaping internal learning systems and innovation capacity (Liao & Marsillac, 2015). In contrast, the direct relationship between open innovation and knowledge management was not statistically significant (t = 0.18), suggesting that open innovation may be more effective when coupled with internal absorptive capabilities or organizational culture conducive to knowledge utilization.Knowledge management, as a central construct in this model, demonstrated strong effects on both service innovation (β = 0.70, t = 24.96) and organizational performance (β = 0.389, t = 3.87). This aligns with the existing literature that highlights the strategic role of knowledge systems in enabling innovation and competitive advantage (Darroch, 2005; Harif et al., 2022). Furthermore, service innovation itself has a modest yet significant impact on performance (β = 0.17, t = 2.66), echoing previous studies that link new service development to firm-level outcomes (Aas & Pedersen, 2010; Cheng & Huizingh, 2014).Surprisingly, the direct effect of marketing strategy on performance was not significant (t = 1.62), which contradicts the results of some earlier studies (Kitsios & Kamariotou, 2016). However, a significant moderating effect of marketing strategy was found on the relationship between service innovation and performance (t = 3.10, β = 0.138), indicating that when strategically aligned with innovation initiatives, marketing strategies can enhance the impact of innovation efforts.The structural model exhibited strong explanatory power, with R² values of 0.658 for knowledge management, 0.494 for service innovation, and 0.429 for performance. The global GoF value of 0.638 exceeded the threshold for strong model fit (Kline, 2010), confirming the robustness of the conceptual framework.
Conclusion
This study offers multiple contributions to both academic theory and managerial practice. First, it empirically validates the critical role of ICT as a driver of performance in tourism start-ups, particularly through its impact on knowledge integration and innovation mechanisms. Second, it emphasizes the importance of effective knowledge management systems as a bridge between external knowledge inputs and internal innovation outcomes. Third, it suggests that while marketing strategy may not directly influence performance, it plays a valuable role as a moderator when combined with service innovation.The implications for practitioners are clear: tourism start-ups should invest in ICT infrastructure and training not merely for operational efficiency but as strategic assets for learning and innovation. Knowledge integration systems, such as customer databases, supplier collaboration platforms, and staff training modules, should be prioritized. In addition, marketing strategies should be designed to amplify the value created through service innovation.Given the limited geographic focus of the study, future research should replicate this model in other cities and cultural contexts. Mixed-method approaches incorporating qualitative insights could also enrich the findings. Moreover, examining the role of individual characteristics such as entrepreneurial orientation, digital literacy, or organizational culture may shed further light on the boundary conditions of these relationships.
Methods and Materoal
The present study employed a descriptive-correlational methodology based on structural equation modeling (SEM) using the SmartPLS 3 software. A total of 280 managers and employees from tourism start-ups based in Tehran were selected through convenience sampling. Standardized questionnaires were used to measure the constructs of interest, including ICT (Azam, 2015), open innovation (Hamed et al., 2018), knowledge integration, knowledge management (Iqbal et al., 2023), service innovation (Hu, 2009), marketing strategy (Koksal & Ozgul, 2007), and firm performance. Validity and reliability of the constructs were confirmed through Cronbach's alpha, composite reliability, Average Variance Extracted (AVE) and discriminant validity measures. Items with factor loadings below 0.4 were removed to ensure model parsimony. The GoF (Goodness-of-Fit) index was computed and interpreted based on Kline's (2010) thresholds to ensure robustness of the overall model.
Resultss and Discussion
The results reveal that ICT significantly influences three critical mediating variables: external knowledge integration (β = 0.60, t = 18.0), open innovation (β = 0.75, t = 26.55), and knowledge management (β = 0.512, t = 7.17). These findings support prior studies that conceptualize ICT not only as a data processing tool but also as a vehicle for organizational learning and innovation (Scuotto et al., 2017; Bhatt & Grover, 2005).Moreover, the integration of external knowledge has a direct and significant effect on knowledge management (β = 0.40, t = 8.59), underscoring the importance of external inputs in shaping internal learning systems and innovation capacity (Liao & Marsillac, 2015). In contrast, the direct relationship between open innovation and knowledge management was not statistically significant (t = 0.18), suggesting that open innovation may be more effective when coupled with internal absorptive capabilities or organizational culture conducive to knowledge utilization.Knowledge management, as a central construct in this model, demonstrated strong effects on both service innovation (β = 0.70, t = 24.96) and organizational performance (β = 0.389, t = 3.87). This aligns with the existing literature that highlights the strategic role of knowledge systems in enabling innovation and competitive advantage (Darroch, 2005; Harif et al., 2022). Furthermore, service innovation itself has a modest yet significant impact on performance (β = 0.17, t = 2.66), echoing previous studies that link new service development to firm-level outcomes (Aas & Pedersen, 2010; Cheng & Huizingh, 2014).Surprisingly, the direct effect of marketing strategy on performance was not significant (t = 1.62), which contradicts the results of some earlier studies (Kitsios & Kamariotou, 2016). However, a significant moderating effect of marketing strategy was found on the relationship between service innovation and performance (t = 3.10, β = 0.138), indicating that when strategically aligned with innovation initiatives, marketing strategies can enhance the impact of innovation efforts.The structural model exhibited strong explanatory power, with R² values of 0.658 for knowledge management, 0.494 for service innovation, and 0.429 for performance. The global GoF value of 0.638 exceeded the threshold for strong model fit (Kline, 2010), confirming the robustness of the conceptual framework.
Conclusion
This study offers multiple contributions to both academic theory and managerial practice. First, it empirically validates the critical role of ICT as a driver of performance in tourism start-ups, particularly through its impact on knowledge integration and innovation mechanisms. Second, it emphasizes the importance of effective knowledge management systems as a bridge between external knowledge inputs and internal innovation outcomes. Third, it suggests that while marketing strategy may not directly influence performance, it plays a valuable role as a moderator when combined with service innovation.The implications for practitioners are clear: tourism start-ups should invest in ICT infrastructure and training not merely for operational efficiency but as strategic assets for learning and innovation. Knowledge integration systems, such as customer databases, supplier collaboration platforms, and staff training modules, should be prioritized. In addition, marketing strategies should be designed to amplify the value created through service innovation.Given the limited geographic focus of the study, future research should replicate this model in other cities and cultural contexts. Mixed-method approaches incorporating qualitative insights could also enrich the findings. Moreover, examining the role of individual characteristics such as entrepreneurial orientation, digital literacy, or organizational culture may shed further light on the boundary conditions of these relationships.
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