International Journal of Hospitality and Tourism Systems

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Strategic Alliance Practices in Indian Tour Operation Industry: an Exploratory Study.


Affiliations
1 Department of Tourism and Hotel Management Kurukshetra University, Kurukshetra (HR)., India
2 Cox & Kings (India) Ltd.
     

   Subscribe/Renew Journal


A close look at the extant literature on strategic alliances reveals that a strategic alliance is a formal agreement to supply a product(s) and service(s) and to jointly expand knowledge, develop applications and commercialize new products, with the rights of co-ownership, and commercial exploitation of the inventions within the boundaries of the alliance particulars. Moreover, alliance partners' work together to serve the ultimate consumer by doing together what each partner could not do alone. As a result of recent trends and development in tourism market place strategic alliances are becoming an attractive strategy for future sustain growth and survive. Indian tourism market has been acknowledged as an emerging market and major forex earner. However, Indian tour operators experience difficulties in establishing and developing viable strategic alliances with international tour operators. Recognizing pivotal role of tour operation to Indian economy, the purpose of this to investigate the current nature of strategic alliance practices in tour operation industry; to identify the relationship between strategic alliances practices and demographic characteristics of tour operators and to identify the major barriers those are experienced by tour operation industry in their efforts to implement strategic alliance practices in their businesses.

Keywords

Strategic Alliances, International Tour Operator, Inbound Tour Operator, India
Subscription Login to verify subscription
User
Notifications
Font Size


  • Brouthers, K. D., Brouthers, L. E., &Wilkinson, T. J. (1995). Strategic alliances: Choose your partners. Long Range Planning, 28(3),18–25.

  • Burns, P., & Holden, A. (1995). Tourism: A New Perspective. Englewood Cliffs, NJ: Prentice Hall.

  • Chathoth P. K., and M.D. Olsen (2003) Strategic alliances: a hospitality industry perspective, Hospitality Management, 22, pp.419-434.

  • Cooper, C., Fletcher, J., Gilbert, D. and Wanhill, S. (1998) Tourism Principles and Practice (2nd Edition), Harlow: Longman.

  • Dacin, M.T., Hitt, M.A. & Levitas, E. 1997. Selecting partners for successful international alliances: Examination of U.S. and Korean firms. Journal of World Business, 32: 3-16.

  • Das, T.K. and Bing-Sheng Teng. (1998). Resource and Risk Management in the Strategic Alliance Making Process. Journal of Management, 24(1). pp. 21-42.

  • Davlin, G., & Bleackley, M. (1988). Strategic alliances: Guidelines forsuccess. Long Range Planning, 21(5), 18–23.

  • Dyer, J.H. & Singh, H. 1998. The relational view: Cooperative strategy and sources of interorganizational competitive advantage, Academy of Management Review, 23: 660-679.

  • Elmuti, D., & Kathawala, Yunus. (2001). An overview of strategic alliances. Management Decision, 39(3), 205–217.

  • Geringer, M. J. 1991. Strategic Determinants of Partner Selection Criteria in International Joint Ventures. Journal of International Business Studies, 22(1): 41- 62.

  • Gregory A.,(1985), the travel agent: dealers in dreams ( 4th .ed.) the prentice hall, U.S.

  • Gulati, R., & Gargiulo, M. 1999. Where do Interorganizational Networks Come From? American Journal of Sociology, 104(5): 1439-1493.

  • Gulati, R., Khanna, R., & Nohria, N. (1994). Unilateral Commitments and the Importance of Process in Alliances. Sloan Management Review, 35(3): 61-69.

  • Hall, R. (1992). The strategic analysis of intangible resources. Strategic Management Journal, 13, 135– 144.

  • Hamill, J., & Young, S. (1990). Strategic alliances in perspective—when to go for the strategic alliance. Presented at The IBC Legal Studies and Services Ltd. Conference on making strategic alliances work for pharmaceutical and healthcare companies.

  • Harrigan, K. R. (1987). Strategic alliance: Their new role in global competition. Columbia Journal of World Business, 22, 67–69.

  • Harrigan, K. R. (1988). Strategic alliances and partner asymmetries. In F. J. Contractor, & P. Lorange (Eds.), Cooperative strategies in international business (pp. 205–226). Lexington, MA: Lexington Books.

  • Hitt, M. A., Dacin, M. T., Levitas, E., Arregle, J.-L., & Borza, Q. (2000). Partner Selection in Emerging and Developed Market Contexts: Resource-Based and Organizational Learning Perspectives. Academy of Management Journal, 43(3): 449-467.

  • Holloway, J.C. (1998) .The Business of Tourism (5th edition), Harlow: Longman.

  • Horton, V.C. (1992). Strategic alliances: An exploration of their incidences, configuration and transformation in Europe, North America and The Pacific Rim from 1985 to 1991. Unpublished doctoral dissertation, Ohio University. UMI Dissertation Services,MI, USA.

  • Hui-Mei C, and T. Chian-Hau (2003). The performance of marketing alliances between the tourism industry and credit card issuing banks in Taiwan, Tourism Management ,8,pp.212-229.

  • Jaloni Pansiri ,(2008) The effects of characteristics of partners on strategic alliance performance in the SME dominated travel sector, Tourism Management ,Vol.29,No.1,pp.101-115.

  • Lee, Wen-Ruey, Chao, Wei-Chung, & Lin, Chih-Hao (2000). An empirical study of factors inurning on types and performances of strategic alliance. Sun Yat- Sen Management Review, 8(2), 273–302.

  • Medina-Munoz, D., & Garcia-Falcon, J. M. (2000). Successful relationships between hotels and agencies. Annals of Tourism Research, 27(3), 737–762.

  • Mohinder C. (2006). Travel agency Management- an introductory text, Anmol Publication, New Delhi.

  • Mohinder, C. (2003). Tour operator industry in India: An analysis of operational Dimensions, Tourism Development Journal, vol. I, No.I.

  • Murray, E.A. and J.F. Mahon. (1993). "Strategic alliances: Gateway to the new Europe?" Long Range Planning. 26(4). pp. 102-111.

  • Ouchi, W., & Bolton, M. (1988). The Logic of Joint Research and Development. California Management Review.

  • Porter, M., & Fuller, M. (1986). Coalitions and Global Strategy. In Porter, M. (ed.) Competition in Global Industries, Boston: Harvard Business School.

  • Rackham, N., Friedman, L., & Ruff, R. (1996). Getting Partnering Right. New York: McGraw-Hill, Inc.

  • Saxon, T. 1997. The Effects of Partner and Relationship Characteristics on Alliance Outcomes.Academy of Management Journal, 40(2): 443-461.

  • Somnath, D., Pradyot, K. S., & Sanjit, S. (1998). Impact of strategic alliances on .rm valuation. Academy of Management Journal, 41(1), 27–41.

  • Stuart, T. E. (1998). Network Positions and Propensities to Collaborate: An Investigation of Strategic Alliance Formation in a High-Technology Industry. Administrative Science Quarterly, 43(3): 668-698.

  • Varadarajan, P. R., & Cunningham, M. H. (1995). Strategic alliances: A synthesis of conceptual foundations. Journal of the Academy of Marketing Science, 23(4), 282–296.

  • Wang, Cheng-Tu, (1995). The impact of motives, selection of partners, and interaction between members on the affinity card strategic alliance. Thesis for the Degree of Master, Department of Management Science, Ming Chuan University, Taiwan.


Abstract Views: 404

PDF Views: 0




  • Strategic Alliance Practices in Indian Tour Operation Industry: an Exploratory Study.

Abstract Views: 404  |  PDF Views: 0

Authors

Mohinder Chand
Department of Tourism and Hotel Management Kurukshetra University, Kurukshetra (HR)., India
Ujjwal
Cox & Kings (India) Ltd.

Abstract


A close look at the extant literature on strategic alliances reveals that a strategic alliance is a formal agreement to supply a product(s) and service(s) and to jointly expand knowledge, develop applications and commercialize new products, with the rights of co-ownership, and commercial exploitation of the inventions within the boundaries of the alliance particulars. Moreover, alliance partners' work together to serve the ultimate consumer by doing together what each partner could not do alone. As a result of recent trends and development in tourism market place strategic alliances are becoming an attractive strategy for future sustain growth and survive. Indian tourism market has been acknowledged as an emerging market and major forex earner. However, Indian tour operators experience difficulties in establishing and developing viable strategic alliances with international tour operators. Recognizing pivotal role of tour operation to Indian economy, the purpose of this to investigate the current nature of strategic alliance practices in tour operation industry; to identify the relationship between strategic alliances practices and demographic characteristics of tour operators and to identify the major barriers those are experienced by tour operation industry in their efforts to implement strategic alliance practices in their businesses.

Keywords


Strategic Alliances, International Tour Operator, Inbound Tour Operator, India

References