Show simple item record

dc.contributor.authorSeraphin, Hen
dc.contributor.authorSmith, S.en
dc.contributor.authorScott, P.en
dc.contributor.authorStokes, Peteren
dc.date.accessioned2018-03-13T10:18:43Z
dc.date.available2018-03-13T10:18:43Z
dc.date.issued2018-03-12
dc.identifier.citationSeraphin, H., Smith S., Scott, P. and Stokes, P. (2018) Destination Management through Organizational Ambidexterity: A Study of Haitian Enclaves. Journal of Destination Marketing and Management, 9, pp. 389-392en
dc.identifier.issn2212-571X
dc.identifier.urihttp://hdl.handle.net/2086/15418
dc.descriptionThe file attached to this record is the author's final peer reviewed version.en
dc.description.abstractTourism can serve to regenerate post-colonial, post-conflict and post-disaster destinations (PCCDs), and national governments and destination marketing organizations (DMOs) have a central role in this. They find themselves straddling the possibility of consolidating tourism situations with seemingly safe, known, predictable steps or alternatively taking more ambitious risk-prone, less tried and uncertain approaches. This choice of action can be reflected in the respective exploitative and explorative dimensions of strategic conceptual framework of organizational ambidexterity (OA). This paper provides a conceptual analysis using the lens of OA to examine these dynamics and focuses on the specific case of Haiti set against the backdrop of the Caribbean regional context. The study identifies a range of OA effects in relation to tourist enclaves. In particular, the paper argues for less segregation and separation between tourist and local populations and a need for DMOs to espouse more exploitative-explorative postures. In terms of wider implications, the argument suggests that other Caribbean economies might learn lessons from the discussion of the Haitian case.en
dc.language.isoenen
dc.publisherElsevieren
dc.subjectDestination managementen
dc.subjectHaitien
dc.subjectorganizational ambidexterityen
dc.titleDestination Management through Organizational Ambidexterity: A Study of Haitian Enclavesen
dc.title.alternativeShort Communicationen
dc.typeArticleen
dc.identifier.doihttps://doi.org/10.1016/j.jdmm.2018.03.005
dc.peerreviewedYesen
dc.funderN/Aen
dc.projectidN/Aen
dc.cclicenceCC-BY-NCen
dc.date.acceptance2018-03-12en
dc.researchinstituteCentre for Enterprise and Innovation (CEI)en


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record