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    Destination Management through Organizational Ambidexterity: A Study of Haitian Enclaves

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    Date
    2018-03-12
    Author
    Seraphin, H;
    Smith, S.;
    Scott, P.;
    Stokes, Peter
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    Abstract
    Tourism 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.
    Description
    The file attached to this record is the author's final peer reviewed version.
    Citation : Seraphin, 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. 389-392
    URI
    http://hdl.handle.net/2086/15418
    DOI
    https://doi.org/10.1016/j.jdmm.2018.03.005
    ISSN : 2212-571X
    Research Institute : Centre for Enterprise and Innovation (CEI)
    Peer Reviewed : Yes
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