Front Cover -- Collaboration in Tourism Businesses and Destinations: A Handbook -- Copyright page -- Contents -- List of Figures -- List of Tables -- List of Contributors -- Introduction -- Forms of Cooperation -- Collaboration -- Partnership -- Alliance -- Business Network/Networking -- Cluster and Clustering -- The Purpose of the Book -- References -- Part I: Tourism Business Environment and Collaboration -- Chapter 1 General Context and Tourism Business Environment: The Contribution of Alliances in a Globalized Context -- 1.1. Introduction -- 1.2. Cooperation in Tourism -- 1.2.1. Some Cooperation and Alliance Cases in a Global Context -- 1.3. The Expo Guadalajara Case: A Successful Strategic Alliance -- 1.3.1. A World Class Venue -- 1.3.2. The Venue and Its Local and National Environment -- 1.4. Conclusions -- References -- Websites -- Radio Show Ángulos -- Chapter 2 Business Cooperation and Partnership: A Case of Cocreation at Destination Level -- 2.1. Introduction -- 2.2. Forms of Tourist Partnership -- 2.2.1. An Approaching Concept -- 2.2.2. Partnership Members -- 2.2.3. Public and Private Collaboration at Destination Level -- 2.3. Case of Study: Spain Convention Bureau -- 2.4. Conclusions -- References -- Websites -- Chapter 3 Partnerships and Alliances in Tourism: Aims and Functions -- 3.1. Introduction -- 3.2. Aims of Partnerships and Alliances in Tourism, Travel, and Leisure -- 3.3. Strategic Alliances and Partnerships within Tourism Subgroups -- 3.4. Functions of Partnerships and Alliances in Tourism, Travel, and Leisure -- 3.5. Success Factors for Partnerships -- 3.6. The Case Study - Izmir Convention and Visitors Bureau -- 3.7. Conclusion -- References -- Chapter 4 Collaborative Policy Making: A Community-Based Perspective in the Context of Sardinia's Maddalena Archipelago, Italy -- 4.1. Introduction -- 4.2. Literature Review.

4.3. Methodology -- 4.4. Findings and Discussion -- 4.5. Conclusion -- References -- Part II: Collaboration in Tourism Industry and Businesses -- Chapter 5 Strategic Alliances in the Hospitality Industry as an Expansion Strategy: An Indian Perspective -- 5.1. Introduction -- 5.2. The Hospitality Industry Worldwide -- 5.2.1. The Hospitality Industry: Structure and Features -- 5.2.2. The Market and Business Environment -- 5.3. Strategic Alliances as an Expansion Strategy -- 5.3.1. Definition and General Considerations -- 5.3.2. A Typology of Strategic Alliances -- 5.3.3. Collaborative Strategies in the Hospitality Industry -- 5.3.3.1. Management contracts -- 5.3.3.2. Franchising -- 5.3.3.3. Co-branding -- 5.3.3.4. Inter-industrial strategic alliances -- 5.3.3.5. The evolution of hospitality strategic alliances: From joint ventures to collaborative ventures -- 5.4. The Hospitality Industry in India -- 5.4.1. Characteristics of Indian Hospitality Industry -- 5.4.2. Tourism Policy in India -- 5.4.3. The Evolving Nature of the Indian Hospitality Industry -- 5.5. Case Study: The Oberoi Group, India -- 5.5.1. The Company's Profile -- 5.5.2. The Corporate Strategy -- 5.5.3. Strategic Alliances for the Expansion of the Oberoi Group -- 5.6. Conclusion -- References -- Chapter 6 Airline Alliances: Traditional Carriers versus Low Cost Carriers? -- 6.1. Introduction -- 6.2. Airline Models and Partnerships -- 6.3. Alliances as a Form of Co-operation -- 6.3.1. Classification of Alliances -- 6.3.2. The Three Mega Alliances -- 6.3.3. Benefits and Costs from Alliances -- 6.3.4. Benefits and Costs to Passengers and Society -- 6.3.5. Alliances and Anti-Competitive Effects -- 6.4. The LCC Business Model Threatens Traditional Carrier Model -- 6.5. Response of Traditional Carriers to Low Cost Rivals -- 6.6. Case Study: The Response of Lufthansa to LCC Rivals.

6.7. Discussion: Convergence or Differentiation? -- 6.8. Conclusions -- References -- Chapter 7 Hotel Industry: Forming a Strategic Alliance with Tourism Service Providers -- 7.1. Introduction -- 7.2. The Hotel Industry, Market and Business Environment -- 7.3. Strategic Alliances: Motivations, Drivers and Forms -- 7.4. Formation of Strategic Alliances -- 7.5. Case Study - Formation of a Strategic Alliance between a Private Hotel Group and the MICE-Industry -- 7.6. Conclusion -- References -- Recommended Reading -- Chapter 8 Strategic Collaboration with Volunteers in Events: Partnering for Success -- 8.1. Introduction -- 8.2. Redefining Teamwork -- 8.3. Developing Collaborative Partnerships in Teams -- 8.3.1. How Do These Factors Translate in the Consideration of Volunteers and Special Events? -- 8.4. Reliance on Volunteers for Event Success -- 8.4.1. How Does Volunteering Support the Development of Social Capital within a City or Community? -- 8.5. Case Studies: A Spectrum of Special Events -- 8.6. The Community-Based Event: Agfest Tasmania -- 8.7. The Government Initiated Mega-Event: Expo 2010 Shanghai China -- 8.8. Towards a Collaborative Partnership Model for Events -- 8.9. Managerial Implications and Recommendations -- 8.10. Limitations -- References -- Part III: Collaboration in Special Interest and Niche Tourism -- Chapter 9 Economic Recession as a Catalyst to Increased Collaboration in Rural Tourism -- 9.1. Introduction -- 9.2. Collaboration in Rural Tourism -- 9.3. The Irish Economic Environment -- 9.4. Rural Policy and Rural Tourism in Ireland -- 9.5. The Recession as a Motivation to Collaborate? -- 9.6. Summary and Conclusion -- References -- Websites and Useful Links -- Chapter 10 Are Partnerships Necessary in Culinary Tourism? -- 10.1. Introduction -- 10.2. Context and Trends -- 10.3. Food and Tourism: A Successful Symbiotic Partnership.

10.4. Culinary Tourism -- 10.4.1. Definitions and Activities -- 10.4.2. Culinary Tourists: Features and Characteristics -- 10.4.3. Culinary Tourism Experience: Forms -- 10.4.4. Stakeholders -- 10.4.5. Culinary Co-operative Initiatives -- 10.4.5.1. International initiatives and organisations -- 10.4.5.2. National associations and projects -- 10.5. Case Study: Culinary Tourism Management Partnership in Argentina -- 10.6. Conclusion -- References -- Chapter 11 Business Networks and Opportunities in Ecotourism: The Case of the Kruger National Park -- 11.1 Introduction -- 11.2 Understanding Ecotourism -- 11.3 Stakeholders -- 11.4 Destination Collaboration, Networking and Strategic Alliances -- 11.4.1 Market Related -- 11.4.2 Product Related -- 11.4.3 Resource Related -- 11.4.4 Skills Related -- 11.4.5 Why Does Collaboration Fail? -- 11.4.6 Theories of Collaboration -- 11.5 Case Study: Kruger National Park -- 11.5.1 History and Progress -- 11.5.2 Products and Services -- 11.5.3 Networks with Communities -- 11.5.4 Business Opportunities -- 11.5.4.1 Game sales -- 11.5.4.2 Accommodation -- 11.5.4.3 Restaurants and catering -- 11.5.4.4 Transport -- 11.5.4.5 Guides -- 11.5.4.6 Activities -- 11.5.4.7 Shops and souvenirs -- 11.5.4.8 Other services -- 11.5.5 Reasons Why Kruger National Park Applies a Strategy of Outsourcing and Collaborating -- 11.6 Conclusion -- References -- Chapter 12 Collaboration and Partnerships in Practice: The Creative Tourism Network® -- 12.1. Introduction -- 12.2. The General Context and Creative Tourism -- 12.3. Levels of Collaboration/Partnerships -- 12.3.1. First Level Partnership: Co-Creation -- 12.3.2. Second Level: Coordination, Business Management -- 12.3.3. Third Level: A Network of Networks -- 12.4. Case study: The Creative Tourism Network® or How to create New Thematic Destination through Human Creativity and Partnerships.

12.5. Conclusion -- References -- Chapter 13 Challenges of Collaborative Partnership in Developing a Sustainable Nature-Based Tourism in Langkawi -- 13.1 Introduction -- 13.2 Literature Review -- 13.3 The Study -- 13.3.1 Methodology -- 13.3.2 Findings and Discussion -- 13.3.2.1 LADA: Profile and functions -- 13.3.2.2 LADA: Initiatives taken in the field of each indicator -- Initiatives toward sustainability indicator -- STI 1: Attaining sustainable tourism strategy -- STI 2: Attaining sustainability standards in Langkawi -- STI 3: Attaining attraction protection in Langkawi -- STI 4: Attaining protection of sensitive environments in Langkawi -- 13.3.2.3 Socio-economic sustainability indicators -- STI 1: Attaining access to tourism attractions for all -- STI 2: Attaining tourism promotion -- STI 3: Enhancing economic monitoring -- STI 4: Attaining stakeholder participation -- STI 5: Attaining local community opinion -- STI 6: Supporting local entrepreneurs and fair trade in Langkawi -- 13.3.2.4 Tourism sustainability indicators -- STI 1: Attaining tourist satisfaction in Langkawi -- STI 2: Attaining safety and security of tourists and communities -- STI 3: Attaining Visitor Management in Langkawi -- 13.3.2.5 Environmental sustainability indicators -- STI 1: Energy conservation in Langkawi -- STI 2: Attaining water management -- STI 3: Water quality -- STI 4: Solid waste reduction -- STI 5: Reducing greenhouse gas emissions -- STI 6: Attaining low impact travel -- 13.3.3 Challenges in Forming and Implementing Collaborative Forms in Developing a Sustainable Nature-Based Destination -- 13.4 Conclusion and Recommendations -- 13.5 Limitations and Future Research -- References -- Part IV: Technology-Enhanced Collaboration in Digital Environment -- Chapter 14 Tourism E-Mediaries: Business Models and Relationships with Providers of Tourism Services.

14.1 Introduction.