Destination Management through Organizational Ambidexterity: A Study of Haitian Enclaves

Date

2018-03-12

Advisors

Journal Title

Journal ISSN

ISSN

2212-571X

Volume Title

Publisher

Elsevier

Type

Article

Peer reviewed

Yes

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.

Keywords

Destination management, Haiti, organizational ambidexterity

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

Rights

Research Institute

Centre for Enterprise and Innovation (CEI)