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dc.contributor.author Pansiri, J.
dc.date.accessioned 2011-06-09T12:06:16Z
dc.date.available 2011-06-09T12:06:16Z
dc.date.issued 2009
dc.identifier.citation Pansiri, J. (2009) Strategic motives for alliance in the travel sector of tourism, International Journal of Hospitality and Tourism Administration, Vol. 10, pp. 143-173 en_US
dc.identifier.issn 1069-8043
dc.identifier.uri http://hdl.handle.net/10311/848
dc.description.abstract The purpose of this article is to evaluate the strategic motives for alliance formation among tourism businesses. Based on past work on motivation for strategic alliance formation, this article identifies a set of motives and analyzes their implication for tourism businesses. The article further examines the role played by company characteristics in examining these motives. The motives are discussed in the context of the Australian tourism industry. A survey of Australian Travel sector businesses was carried out and the results indicate that 'internal drivers' are perceived as more important than 'external drivers' as reasons fro alliance formation. Company characteristics (sub-sector, number of employees, turnover, category, and ownership status) were found to be influential in top managers' assessment of alliance motives. The findings of this study imply that managers should conduct environmental analysis with a view to understanding how internal and external factors affect tourism businesses before any form of strategic alliances can be formed. en_US
dc.language.iso en en_US
dc.publisher Routledge, www.routledge.com en_US
dc.subject strategic alliances en_US
dc.subject Motives en_US
dc.subject Technology en_US
dc.subject market entry en_US
dc.subject resources en_US
dc.subject economies of scale and scope en_US
dc.subject organizational learning en_US
dc.title Strategic motives for alliance in the travel sector of tourism en_US
dc.type Published Article en_US
dc.link http://www.informaworld.com/index/910966876.pdf en_US


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