01572nas a2200253   4500008004100000022001400041245011200055210006900167260004200236300001000278490000700288520082400295653002001119653001901139653001601158653001901174653001301193653001501206653001201221653001301233100002001246700002201266856003001288       2020                        eng d  a1927-032100aA Conceptual Development of a Business Model Typology in Tourism: the impact of digitalization and location0 aConceptual Development of a Business Model Typology in Tourism t  aOttawabTalent First Networkc07/2020  a17-280 v103 aThis paper aims to conceptually develop a business model typology in tourism. It focuses on digitalization and destination location as important contextual factors when developing the typology. The paper builds on prior research on business models and tourism research by adopting configuration theory to create a typology of business models in tourism businesses. Four business model archetypes are identified: (1) bricks and mortar business models, (2) digitalized destinations, (3) create a destination, and (4) intermediary business models. The typology contributes to the literature by identifying different types of business models in the tourism sector. The typology also helps to ground the business model concept theoretically, something that has been considered as missing in previous business model research.10abusiness models10aconfigurations10adestination10adigitalization10alocation10atechnology10atourism10atypology1 aLinton, Gabriel1 aÖberg, Christina  utimreview.ca/article/137200761nas a2200277   4500008004100000022001400041245005300055210005000108260004200158300000800200490000600208653002000214653002100234653001600255653001800271653001500289653001600304653001700320653002300337653001500360653001200375100001800387700001900405700002200424856003700446       2016                        eng d  a1927-032100aEditorial: Innovation in Tourism (November 2016)0 aEditorial Innovation in Tourism November 2016  aOttawabTalent First Networkc11/2016  a3-50 v610aaction research10aboundary objects10aco-creation10acrowdsourcing10ainnovation10aliving labs10asmart cities10asmart destinations10atechnology10atourism1 aMcPhee, Chris1 aGuimont, David1 aLapointe, Dominic  uhttp://timreview.ca/article/102902027nas a2200265   4500008004100000022001400041245010000055210006900155260004200224300001000266490000600276520124300282653002001525653002701545653001501572653001001587653001601597653001001613653002901623653001901652653001201671100001901683700002201702856003701724       2016                        eng d  a1927-032100aEmpowering Local Tourism Providers to Innovate through a Living Lab Process: Does Scale Matter?0 aEmpowering Local Tourism Providers to Innovate through a Living   aOttawabTalent First Networkc11/2016  a18-250 v63 aA destination management organization looking to integrate technology into its tourism offering tasked a living lab with engaging tourists and tourism providers in the process. At the end of the two-year initial funding period for an action research project, the process is a success and stakeholders are engaged in the innovation ecosystem. But what is next? By observing participants and gathering feedback from stakeholders through a Policy Delphi panel, the outcomes of the project and the intentions and actions of the tourism providers and other parties were identified. Innovation capacity has increased: spin-offs were created and stakeholders have embraced open and collaborative innovation. Now, stakeholders are determined to make the process sustainable by finding other funding sources. But what should be the level of cooperation and intervention? What level can best foster innovation and knowledge retention? A case study combining a grid of characteristics and levels of analysis for living labs was used to identify one key question: for a living lab in tourism, does scale matter? This article will explore that question and will contribute to the understanding of the living lab as a model of socio-territorial action.10aaction research10adestination management10ainnovation10alevel10aliving labs10ascale10asocio-territorial action10aterritoriality10atourism1 aGuimont, David1 aLapointe, Dominic  uhttp://timreview.ca/article/103102532nas a2200241   4500008004100000022001400041245008300055210006900138260004200207300001000249490000600259520182500265653001502090653001302105653002002118653001602138653001202154653002202166653001702188100003102205700001702236856003702253       2016                        eng d  a1927-032100aPriority Systems at Theme Parks from the Perspective of Managers and Customers0 aPriority Systems at Theme Parks from the Perspective of Managers  aOttawabTalent First Networkc11/2016  a40-470 v63 aWaiting times are becoming an increasingly important customer-experience challenge in theme parks. The seemingly ever-present problem of long queues for rides and attractions is being tackled by the development of priority systems. These innovations allow customers to join an alternative queue that bypasses the congestion faced by regular customers. In other words, by paying extra, customers can purchase the right to be served sooner. Such systems are becoming prevalent, but there is a lack of empirical research into priority systems at theme parks in the academic and management literature, which suggests that in-depth empirical analysis is necessary in order to understand the consumer decision-making process when making this purchase. This article examines priority systems at theme parks both from the viewpoint of park management and of customers. To address this gap, we surveyed nearly 1,000 customers at a major theme park in Spain and conducted semi-structured interviews with 10 theme park managers to assess both customer and manager attitudes towards waiting generally and priority systems specifically. Our results reveal that these priority systems facilitate market segmentation. When theme parks offer this "wait or pay" option, different groups of customers are identified based on their attitudes: those who wait in regular lines and those who are willing to pay to avoid lines. Thus, this innovative system creates an important source of new revenue while also improving the customer experience by reducing waiting times and minimizing congestion. Following a discussion of our results, we offer practical recommendations to managers who need to address the challenges of waiting times in theme parks and wish to improve both profits and customer experiences by implementing a priority system.10ainnovation10amanagers10apriority queues10atheme parks10atourism10atourist behaviour10awaiting time1 aHernandez-Maskivker, Gilda1 aRyan, Gerard  uhttp://timreview.ca/article/103401762nas a2200277   4500008004100000022001400041245013700055210006900192260004200261300001000303490000600313520088500319653002001204653001601224653001801240653001501258653003101273653001701304653001201321653002001333100002101353700003001374700001901404700002401423856003701447       2016                        eng d  a1927-032100aA Process for Co-Creating Shared Value with the Crowd: Tourism Case Studies from a Regional Innovation System in Western Switzerland0 aProcess for CoCreating Shared Value with the Crowd Tourism Case   aOttawabTalent First Networkc11/2016  a32-390 v63 aDespite the presence of a regional innovation system, the gross value added attributed to tourism in the Swiss region of Valais is declining. Innovation policies fostering private initiatives and collaboration between companies, researchers, and coaching services have been reinforced recently, and policy instruments are in place to support strategic industries. However, no incitement instrument is dedicated to supporting the co-creation and the creation of shared value through local actors. This article presents a co-creation process of shared value and the lessons learned while implementing a new mode of innovation and entrepreneurship in two case studies in the peripheral region of Valais, Switzerland. The aim of the process is the co-creation of shared value-based business models, with an emphasis on the use of crowdsourcing to find new ways to create shared value.10abusiness models10aco-creation10acrowdsourcing10ainnovation10aregional innovation system10ashared value10atourism10atourism cluster1 aGrèzes, Vincent1 aLehmann, Béatrice, Girod1 aSchnyder, Marc1 aPerruchoud, Antoine  uhttp://timreview.ca/article/1033