An Experience of Tourism Development: How is the Strategy?
Abstract
Tourism is a sector that can determine the economic welfare of local communities. Tourism development needs to pay attention to aspects of facilities, tourists, and local communities, so as to create sustainable integration. The objectivity of this study is to contribute to tourism development in Samarinda City with a strategy that involves organizational innovation, management knowledge, organizational learning, and leadership transformation in the tourism community (government, business actors, and society). To answer these objectives, we use a research-based R&D approach. With careful planning, we developed several strategies by involving the Agency of Culture, Tourism, Communication, and Information Technology of Samarinda City in order to create a culture of learning and knowledge sharing through various productive agendas. Focus on organizational management, need to apply knowledge ineffective and conducive work procedures as a serious process. Organizational learning is part of the creation of competitiveness by those involved in the tourism industry. This is related to organizational culture and systems that grow because it can bring new ideas to various parties. In addition, the objectives of tourism development must also pay attention to social, historical, cultural, economic, and environmental aspects.
References
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[3] Aminbeidokhti, A., Nikabadi, M. S., and Hoseini, A. M. 2016. The role of transformational leadership and knowledge management processes on the rate of organizational innovation. International Journal of Knowledge Management Studies, 7(3/4): 270–287. DOI: https://doi.org/10.1504/IJKMS.2016.10003233
[4] Anagnostopoulou, S. C. 2008. R&D expenses and firm valuation: A literature review. International Journal of Accounting & Information Management, 16(1): 5-24. DOI: https://doi.org/10.1108/18347640810887735
[5] Atmojo, A. R. 2011. Strategi pengembangan Tepian Mahakam sebagai salah satu objek wisata rekreasi di Kota Samarinda. Media Wisata, 6(1): 1-20. DOI: https://doi.org/10.36276/mws.v6i1.47
[6] Baldwin‐Evans, K. 2006. Hilton highlights link between staff loyalty and e‐learning: Survey investigates value and usage of online portal. Human Resource Management International Digest, 14(1): 36-38. DOI:https://doi.org/10.1108/09670730610643990
[7] Baumard, P. 2012. Tacit knowledge in organizations. Sage Publications, London. DOI:http://dx.doi.org/10.4135/9781446217375
[8] Beesley, L. 2015. Organizational learning, tourism. In: Jafari J., Xiao H. (eds) Encyclopedia of Tourism. Springer, Cham. DOI: https://doi.org/10.1007/978-3-319-01669-6_138-1
[9] Belawing, A. G., Heksarini, A., and Darma, D. C. 2020. Community perception from tourism: Example of Samarinda City. Innovative Issues and Approaches in Social Sciences, 13(3): 55-67. DOI:http://dx.doi.org/10.12959/issn.1855-0541.IIASS-2020-no3-art4
[10] Blackman, D. A., and Ritchie, B. W. 2008. Tourism Crisis Management and Organizational Learning. Journal of Travel & Tourism Marketing, 23(2-4): 45-57. DOI: http://dx.doi.org/10.1300/J073v23n02_04
[11] Blake, A., Arbache, J. S., Sinclair, M. T., and Teles, V. 2008. Tourism and poverty relief. Annals of Tourism Research, 35(1): 107-126. DOI: https://doi.org/10.1016/j.annals.2007.06.013
[12] Brownell, J. 2010. Leadership in the service of hospitality. Cornell Hospitality Quarterly, 51(3): 363-378. DOI:https://doi.org/10.1177/1938965510368651
[13] Burns, J. M. 1978. Leadership. Harper & Row, New York. DOI: https://doi.org/10.2307/1955659
[14] Cooper, C. 2006. Knowledge management and tourism. Annals of Tourism Research, 33(1): 47–64. DOI:https://doi.org/10.1016/j.annals.2005.04.005
[15] Dai, Y.-D., Dai, Y.-Y., Chen, K.-Y., and Wu, H.-C. 2013. Transformational vs transactional leadership: which is better? A study on employees of international tourist hotels in Taipei City. International Journal of Contemporary Hospitality Management, 25(5): 760-778. DOI: https://doi.org/10.1108/IJCHM-Dec-2011-0223
[16] Darma, D. C., Maria, S., Kasuma, J., and Lestari, D. 2020. Factors involved in the number of tourist visits in the Muara Badak, Indonesia. Religación. Revista De Ciencias Sociales Y Humanidades, 5(24): 142-151. DOI: https://doi.org/10.46652/rgn.v5i24.623
[17] Djubaedah, S. N. 2019. Strategi pengembangan desa wisata sebagai model pemberdayaan masyarakat di Desa Budaya Pampang, Samarinda Utara. eJournal Administrasi Bisnis, 7(4): 511-524.
[18] Dolezal, C., and Trupp, A. 2015. Tourism and development in Southeast Asia. ASEAS – Austrian Journal of South-East Asian Studies, 8(2): 117-124. DOI: https://doi.org/10.14764/10.ASEAS-2015.2-1
[19] Fu, H-W. 2017. Organizational Learning and Organization Innovation in the Tourist Hotels - An Empirical Study. EURASIA Journal of Mathematics Science and Technology Education, 13(9): 6347-6356. DOI:https://doi.org/10.12973/eurasia.2017.01069a
[20] Ghaderi, Z., Som, A. P., and Wang, J. 2014. Organizational Learning in Tourism Crisis Management: An Experience from Malaysia. Journal of Travel & Tourism Marketing, 31(5): 627-648. DOI:http://dx.doi.org/10.1080/10548408.2014.883951
[21] Gronum, S., Verreynne, M. L., and Kastelle, T. 2012. The Role of Networks in Small and Medium‐Sized Enterprise Innovation and Firm Performance. Journal of Small Business Management, 50(2): 257-282. DOI:https://doi.org/10.1111/j.1540-627X.2012.00353.x
[22] Hjalager, A-M. 2010. A review of innovation research in tourism. Tourism Management, 31(1): 1-12. DOI:https://doi.org/10.1016/j.tourman.2009.08.012
[23] Indriastuti, H., et al. 2020. Achieving Marketing Performance through Acculturative Product Advantages: The Case of Sarong Samarinda. Asian Journal of Business and Accounting, 13(1): 241-261. DOI:https://doi.org/10.22452/ajba.vol13no1.9
[24] Kamri, T., Kasuma, J., Kutok, J., and Darma, D. C. 2020. Do Tourists Willing to Pay for the Value of Environmental Conservation? A Case of Annah Rais Longhouse and Hot Springs. Journal of Tourism Management Research, 7(2): 218-228. DOI: https://doi.org/10.18488/journal.31.2020.72.218.228
[25] Malaj, V. 2020. Gravity-model specification for tourism flows: The case of Albania. CES Working Paper, 12(2): 144-155.
[26] Malhotra, Y. 2004. Why Knowledge Management Systems Fail: Enablers and Constraints of Knowledge Management in Human Enterprises. In: Holsapple C.W. (eds) Handbook on Knowledge Management 1. International Handbooks on Information Systems, vol 1. Springer, Heidelberg. DOI:https://doi.org/10.1007/978-3-540-24746-3_30
[27] Mardiany, M. 2017. Tourism in Samarinda City, East Kalimantan: Recent Status and Future Directions. Journal of Indonesian Tourism and Development Studies, 5(1): 41-48. DOI:https://doi.org/10.21776/ub.jitode.2017.005.01.06
[28] Musulin, J., Gamulin, J., and Crnojevac, I. H. 2011. Knowledge management in tourism: The importance of tacit knowledge and the problem of its elicitation and sharing. 2011 Proceedings of the 34th International Convention MIPRO, Opatija, 2011, pp. 981-987.
[29] Noor, M. F., Putra, H. M., Keliwar, S., and Nala, I. W. 2019. Study of potential destinations for new tourism areas: Efforts to develop benanga reservoir as a potential tourist destination area. Jurnal Riset Inossa, 1(2): 111-138.
[30] Purwadi, P. 2015. Kajian sarung Samarinda dari prespektif pemangku kepentingan. Kinerja, 12(5): 89-101. DOI: http://dx.doi.org/10.29264/jkin.v12i2.9
[31] Putri, S. D., Soemarno, S., and Hakim, L. 2015. Strategic management of nature-based tourism in Ijen Crater in the context of sustainable tourism development. Journal of Indonesian Tourism and Development Studies, 3(3): 123-129. DOI: https://doi.org/10.21776/ub.jitode.2015.003.03.06
[32] Ramdan, I, M., Candra, K. P., and Fitri, A. R. 2020. Factors affecting musculoskeletal disorder prevalence among women weavers working with handlooms in Samarinda, Indonesia. International Journal of Occupational Safety and Ergonomics, 26(3): 507-513. DOI: https://doi.org/10.1080/10803548.2018.1481564
[33] Rao, Y., Yang, M. N., and Yang, Y. X. 2018. Knowledge Sharing, Organizational Learning and Service Innovation in Tourism. Journal of Service Science and Management, 11(5): 510-526. DOI:https://doi.org/10.4236/jssm.2018.115035
[34] Ribeiro, F. T. 2017. Organizational innovation in hotel companies. Thesis. Facultat de Ciències Jurídiques i Econòmiques, Universitat Jaume I, Valencia. Available at: https://core.ac.uk/download/pdf/141440298.pdf
[35] Sandybayev, A. 2016. Strategic Innovation in Tourism. A Conceptual and Review Approach. International Journal of Research in Tourism and Hospitality, 2(4): 5-10. DOI: http://dx.doi.org/10.20431/2455-0043.0204002
[36] Schianetz, K., Kavanagh, L., and Lockington, D. 2007. The learning tourism destination: the potential of a learning organization approach for improving the sustainability of tourism destinations. Tourism Management, 28(6): 1485-1496. DOI: https://doi.org/10.1016/j.tourman.2007.01.012
[37] Smith, P. 2012. Where is practice in inter‐organizational R&D research? A literature review. Management Research, 10(1): 43-63. DOI: https://doi.org/10.1108/1536-541211228559
[38] Spillane, J. P. 2015. Leadership and learning: Conceptualizing relations between school administrative practice and instructional practice. Societies, 5(2): 277-294. DOI: https://doi.org/10.3390/soc5020277
[39] Suharto, R. B., Roy, J., and Darma, D. C. 2019. Degree of Potential and Development Strategy of Tourism Objects. International Journal of Scientific & Technology Research, 8(9): 2343-2347.
[40] Suraya, H., and Ahmad, H. 2008. Knowledge Management in Tourism Industry: KMS for Tourist Information Counter in Malaysia. Journal of Information & Knowledge Management, 7(3): 159–172. DOI:https://doi.org/10.1142/S0219649208002068
[41] Tracey, J. B., and Hinkin, T. R. 1994. Transformational Leaders in the Hospitality Industry. Cornell Hotel and Restaurant Administration Quarterly, 35(2): 18–24. DOI: https://doi.org/10.1177/001088049403500213
[42] Uddin, M. A., Fan, L., and Das, A. K. 2017. A Study of the Impact of Transformational Leadership, Organizational Learning, and Knowledge Management on Organizational Innovation. Management Dynamics, 16(2): 42-54.
[43] Uen, J. F., Wu, T., Teng, H. C., and Liu, Y. S. 2012. Transformational leadership and branding behavior in Taiwanese hotels. International Journal of Contemporary Hospitality Management, 24(1): 26-43. DOI:https://doi.org/10.1108/09596111211197782
[44] Vargas-Sevalle, L., Karami, M., and Spector, S. 2020. Transformational Leadership in the Hospitality and Tourism Industry. In: Ratten, V. (Ed.). Entrepreneurial Opportunities, Emerald Publishing Limited, pp. 73-97. DOI: https://doi.org/10.1108/978-1-83909-285-520201007
[45] Yfantidou, G., ans Matarazzo, M. 2017. The future of sustainable tourism in developing countries. Sustainable development, 25(6): 459-466. DOI: https://doi.org/10.1002/sd.1655
[46] Zach, F. 2016. Collaboration for Innovation in Tourism Organizations: Leadership Support, Innovation Formality, and Communication. Journal of Hospitality & Tourism Research, 40(3): 271–290. DOI:https://doi.org/10.1177/1096348013495694
[47] Ministry of Tourism and Creative Economy of the Republic of Indonesia. (2016). Ministry of Tourism Secretariat Performance Accountability Report in 2015, Jakarta. Available at: https://www.kemenparekraf.go.id/post/laporan-akuntabilitas-kinerja-sekretariat-kementerian-pariwisata-tahun-2015
[48] The Central Bureau of Statistics of Samarinda City. 2020. Samarinda Municipality in Figures 2020. Mahendra Mulya, Samarinda. Available at: https://samarindakota.bps.go.id/publication/2020/04/27/4f263d1ab55ba7b650c25f14/kota-samarinda-dalam-angka-2020.html
[49] The World Trade Organization. 2001. Tourism after 11 September 2001: Analysis, Remedial Actions and Prospects. World Tourism Organization, Madrid. Available at: https://www.e-unwto.org/doi/epdf/10.18111/9789284404896
Published
2020-11-30
How to Cite
RATNASARI, Sri Langgeng et al.
An Experience of Tourism Development: How is the Strategy?.
Journal of Environmental Management and Tourism, [S.l.], v. 11, n. 7, p. 1877-1886, nov. 2020.
ISSN 2068-7729.
Available at: <https://journals.aserspublishing.eu/jemt/article/view/5739>. Date accessed: 23 nov. 2024.
doi: https://doi.org/10.14505//jemt.v11.7(47).26.
Section
Article
Copyright© 2024 The Author(s). Published by ASERS Publishing 2024. This is an open access article distributed under the terms of CC-BY 4.0 license.