Microsoft Word 2007 ichrie conference Proceedings Final-Final 06-06-07. doc

 
2007 Annual International CHRIE Conference & Exposition 
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helps to better plan for the future, which is a basic first step to increasing competitiveness as a destination. Earlier, 
Pechlaner et al. (2002) have discussed the design of an information system for enabling knowledge exchanges 
within the AlpNet network of tourism suppliers at the Alps, which in turn could have been used for developing 
several collaborative practices such as marketing, training, procurement, new product development etc. Finally, 
Lebe (2006) discussed how knowledge sharing amongst four regions helped in establishing a quality destination 
brand based on the health tourism offering. However, she (2006) stressed the need to further expand the utilization 
of knowledge exchanges for fostering collaborative activities such as tourism offering development and new market 
penetration. In other words, although the importance of knowledge management for enhancing destinations’ 
competitive advantage is widely argued, previous research have primarily focused on examining the exploitation of 
knowledge exchanges for branding, promotional and quality purposes rather than for new product development. 
On the other hand, nowadays, forces such as experienced based tourists, coopetition and globalization 
increasingly require tourism suppliers to share knowledge aiming to identify ways and develop strategies for 
growing overall tourists’ numbers rather than competing directly. This is because competition in the new economy 
has moved from a firm level to a network level, implying that the best and only way that firms can survive is by 
joining and developing networks (Bessant et al. 2003). Given the relatively small size (and so limited resources) of 
many firms in tourism destinations, the need to compete within networks for tourism firms is stressed further. 
Earlier, Skyrme (1999) has discussed the benefits of knowledge networks for enhancing firms’ performance as 
follows:
o
It helps reaction to market requirements: identification, gathering and generation of new knowledge 
amongst members and the network gives insights to development tendencies and enables an innovative 
provision of activities in time;
o
It facilitates the development of new core competencies by combing knowledge with other resources of the 
network members; 
o
It enables actions despite limited resources and without a firm loosing its independence; 
o
It assists in avoiding undesirable trends 
o
It supports the achievement of more customer satisfaction at destinations; 
o
It fosters the development and use of synergies.
Overall, it becomes evident that the urgency to further investigate the implications of knowledge 
management for NPD at destinations and tourism clusters is granted.