Journal of Geography and Planning

Current Issue

By Issue

By Author

By Subject

Author Index

Keyword Index

About Journal

Aims and Scope

Editorial Board

Publication Ethics

Peer Review Process

Indexing and Abstracting

Statistics of Journals

FAQ

News

Related Links

Tourism complementarity development: a new approach to regional development

Document Type : Research Paper

Authors

1 Associate Professor , Allame Tabataba’I University, Kazemian1344@gmail.com

2 Professor of Allameh Tabatabai University

3 Assistant Professor Allameh Tabatabai University

4 Phd Students in tourism management, Allame Tabataba’I University, Babaei_yavar@atu.ac.ir

Abstract

Introduction
 
The concept of regional development with a holistic and comprehensive view and with an emphasis on a comprehensive and integrated process emphasizes the promotion of human and material capabilities to meet human needs, without reducing the capabilities of future generations. One of the areas in which it is possible to take advantage of regional capacities and capabilities for balanced, integrated and generally sustainable development is the tourism industry. Policymakers and planners try to take advantage of opportunities by providing and valuing tourist attractions at the regional level (Rosentraub & Joo, 2009). One of the strategies in the framework of regional development is complementarity, which is defined in the sense of geographical concentration of businesses related to an industry and having special internal relationships (Cruz & Teixeira, 2010). Strengthening a complementarity regional view of tourism can improve regional competitiveness and the synergistic and efficient use of resources. However, research in the literature generally considers different ways of affecting a phenomenon separately. However, the interdependence between different approaches to success in different contexts is largely ignored (Al-Sheyadi et al, 2019; Claver et al, 2007). Therefore, according to the issues raised, this study tries to identify the dimensions and components of complementarity tourism development and examine its role in regional development.
 
Data and Method
 
The present research is a mixed research and in terms of purpose, the present research is an applied research and in terms of nature and method in the qualitative part is exploratory and in the quantitative part is descriptive-survey. The research process is such that first by using meta-combination and interviewing experts, the dimensions and components of complementarity tourism development and regional development achievements were identified and then in a quantitative part using structural equations to validate the model and examine the relationship. Among the concepts with emphasis on Ardabil province is discussed. The tools used to collect data are interviews, archival documents and questionnaires. The statistical population of this research includes internal and external articles related to the subject of research (in the meta-combination section) and academic experts, managers of government organizations and tourism businesses in Ardabil province (in the interview section and quantitative section). The sample size includes 59 internal and external studies, 18 experts are available for targeted interviews and 110 experts are available for quantitative section using sampling method. Finally, for data analysis in the qualitative part, meta-combination with qualitative content analysis technique, content analysis (interview part) and in a small part of structural equations with SMART-PLS software for data analysis have been used.
 
Results and Discussion
 
The results indicate the existence of two pervasive themes. The first comprehensive theme is complementarity tourism development, which has 6 themes of tourism policy complementarity (including themes of sub-organizer of adaptation, interaction network and structural integration), cooperative complementarity of tourism (with sub-organizers of relations promotion, partnership cooperation and stakeholder conflict management). ), Tourism technical complementarity (with the themes of resource flexibility, process monitoring and product effectiveness), dynamic tourism complementarity (with the themes of knowledge network, innovation, development of complementarity capabilities, education and learning and technological complementarity), complement Cultural orientation of tourism (with the themes of promoting social resources and social capital) and complementarity of tourism sites. The second comprehensive theme is regional development achievements, which has 6 basic themes including balance in regional development, regional competitiveness, diversification of economic activities, regional branding, quality improvement and life satisfaction and regional sustainability. Based on the findings of structural equations, complementarity tourism development with a path coefficient of 0.406 and a t-value of 4.893 has a positive and significant effect on regional development achievements in Ardabil province.
 
Conclusion
 
The development of new opportunities in the tourism industry is an integrated process of physical space and human society, the new forms of which are the result of changes in values ​​and attitudes of human life, advanced technology, information growth and political forces. Tourism research on the region as a Important driving force is focused on connecting different parts of the industry and the possibility of creating destination networks. The concept of complementarity development is in line with the regional view of development, which tries to use all the elements and factors that exist at the regional level and can affect the development of the region, and contribute to the integrated and balanced development of the region. Complementarity tourism development seeks to use the region's tourism potential to reduce inequality and promote the economic and non-economic benefits of tourism at the regional level. Complementarity approach in development and tourism is one of the new approaches of regionalism that very limited studies have been done in this field. Therefore, this study was conducted to identify the dimensions and components of complementarity tourism development and regional development achievements. Through a combination of previous studies in the field of complementarity and regional development and analysis of experts' views, it was found that the dimensions of tourism complementarity development include policy complementarity, collaborative complementarity, technical complementarity, cultural complementarity, dynamic complementarity and tourism sites complementarity. On the other hand, the results of meta-composition and content analysis showed that the achievements of development in a region by reducing inequality and creating balance, diversifying economic activities, competitiveness of regions, improving the living conditions of the region and ... Is specified. Development can be done effectively in the region and create tangible effects for the region and its inhabitants that bring long-term and sustainable achievements in the region. After identifying the dimensions and components of complementarity tourism development and regional development achievements, in the next stage, the resulting model in Ardabil province was examined. According to the findings, complementarity tourism development in Ardabil province has a positive and significant effect on regional development achievements. In such a way that the development of tourism complementarity can create sustainable effects in the region and the residents of the region can benefit from these effects. Complementarity tourism development causes the region as an integrated complex with cohesive and interconnected components in which tourism components, in addition to their activities, also interact with other tourism sectors and create synergistic effects.

Keywords

Main Subjects

References
  • بریمانی، فرامرز؛ رمضان زاده لسبونی، مهدی؛ تبریزی، نازنین؛ نوذراصل، سهند (1397)، ارزیابی رقابت پذیری مقاصد گردشگری سلامت با تاکید بر منابع و جاذبه های محوری (مطالعه موردی: چشمه های آبگرم رامسر)، جغرافیا و برنامه ریزی، سال 22، شماره 63، صص 51-27.
  • حاجی‌محمدامینی، صمد؛ تولایی، سیمین و فرجام، رسول (1390). شناسایی و تحلیل خوشه گردشگری در شهر شیراز با استفاده از مدل بسط یافته پورتر، فصلنامه برنامه‌ریزی منطقه‌ای، سال اول، شماره سوم، صص 16-1.
  • زنگی‌آبادی، علی؛ حسینی‎خواه، حسین و قاسمی، محمدرضا (1399). برنامه‌ریزی توسعه منطقه‌ای بر پایه روش آینده‌پژوهی تحلیل اثرات متقاطع و سناریونویسی سایب (مطالعه موردی: استان کهگیلویه و بویراحمد)، پژوهش‌های جغرافیای انسانی، دوره 52، شماره 2، صص 674-657.
  • الداغی، زهرا؛ ابراهیمی، عبدالحمید؛ شجاعی، سامره و دیده‌خانی، حسین (1399). تدوین سناریوهای توسعه منطقه گردشگری استان گلستان، با رویکرد آینده‌پژوهی، جغرافیا و توسعه، شماره 58، صص 74-59.
  • زالی، نادر و زمانی‌پور، مسعود (1395). ارائه و پیاده‌سازی یک مدل جدید برای سناریوسازی در برنامه‌ریزی منطقه‌ای، موردشناسی: استان مازندران، جغرافیا و آمایش شهری-منطقه‌ای، شماره 18، صص 24-1.
  • زیاری، کرامت‌ا...؛ اسکندری‌ثانی، محمد؛ کهکی، فاطمه‌سادات و رامش، سیروس (1399). بررسی راهکارهای توسعه منطقه‌ای استان خراسان رضوی با رویکرد رقابت‌پذیری منطقه‌ای، جغرافیا (برنامه‌ریزی منطقه‌ای)، سال دهم، شماره 2، صص 839-823.
  • آقاجانی، حمید و ازکیا، مصطفی (1394). تحلیل جامعه‌شناختی تاثیرات صنعت گردشگری بر توسعه منطقه‌ای استان گیلان (مورد مطالعه: شهرستان رشت)، مطالعات توسعه اجتماعی ایران، سال هفتم، شماره چهارم، صص 28-7.
  • جعفری، فیروز؛ حاتمی، افشار؛ کرمی، سونیا (1399)، تحلیل فضایی توسعه منطقه‌ای استان های کشور بر مبنای شاخص های اقتصادی، جغرافیا و برنامه ریزی، سال 24، شماره 74، صص 72-61
  • سیف الدینی، فرانک؛ پناهنده خواه، موسی (1389). چالش‌ها و موانع برنامه‌ریزی توسعه منطقه‌ای در ایران. فصلنامه پژوهش‌های جغرافیای انسانی، 73، 98-83.
  • عابدی جعفری، حسن؛ تسلیمی، محمدسعید؛ فقیهی، ابوالحسن؛ شیخ زاده، محمد (1390)، تحلیل مضمون و شبکه مضامین: روشی ساده و کارآمد برای تبیین الگوهای موجود در داده های کیفی، اندیشه مدیریت راهبردی، سال 5، شماره 2، صص 198-151.
  • عینالی، جمشید؛ رومیانی، احمد و اسکندری شهرکی، زهرا (1395). تحلیل اثرگذاری جاذبه‌های گردشگری استان لرستان و اولویت‌بندی آنها در راستای سرمایه‌گذاری و توسعه منطقه‌ای، برنامه‌ریزی منطقه‌ای، سال 6، شماره پیاپی 23، صص 74-59.
  • علیزاده، توحید (1392)، تبیین نقش و کارکرد مکمل‌گرایی در برنامه‌ریزی مناطق شهری چندمرکزی، مورد مطالعاتی: منطقه شهری آمل- بابل- قائمشهر- ساری پایان نامه کارشناسی ارشد، دانشگاه شهیدبهشتی، دانشکده معماری و شهرسازی.
  • علی‌اکبری، اسماعیل؛ رهنمایی، محمدتقی و صفرعلی‌زاده، اسماعیل (1394). مدیریت یکپارچه گردشگری، راهبردی برای توسعه منطقه‌ای در استان آذربایجان غربی، برنامه‌ریزی منطقه‌ای، سال پنجم، شماره 19، صص 12-1.
  • رهنما، محمدرحیم؛ شاکرمی، کیان و عباسی، حامد (1397). شناسایی و تحلیل پیشران‌های مؤثر بر توسعه منطقه‌ای استان البرز با رویکرد برنامه‌ریزی سناریو مبنا، آمایش سرزمین، موره 10، شماره اول، صص 166-139.
  • رهنمایی، محمدتقی؛ علی‌اکبری، اسماعیل و صفرعلی‌زاده، اسماعیل (1396). بررسی وضعیت عوامل مؤثر بر توانمندسازی توسعه گردشگری (مطالعه موردی: استان آذربایجان غربی)، جغرافیا و برنامه‌ریزی، سال 21، شماره 59، صص 174-153.
  • وثوقی‌لنگ، شهروز؛ سرور، رحیم و زیویار، پروانه (1396). تدوین استراتژی‌های برنامه‌ریزی توسعه منطقه‌ای با استفاده از مدل SWOT، نمونه موردی استان گیلان، جغرافیا (برنامه‌ریزی منطقه‌ای)، سال هفتم، شماره 3، صص 272-255.
  • قادری، اسماعیل؛ بابائی، یاور؛ اکبری آرباتان، گلثوم؛ فردوسی، سجاد (1399)، تبیین تاثیر خودکارآمدی کارآفرینی و قابلیت نوآوری بر عملکرد کسب و کارهای گردشگری (مورد مطالعه: شهر تبریز)، برنامه ریزی و توسعه گردشگری، دوره 9، شماره 35، صص 112-134.
  • فرجی راد، خدر و کاظمیان، غلامرضا (1391)، توسعه محلی و منطقه‌ای از منظر رویکرد نهادی، تهران: انتشارات جهاد دانشگاهی.
  • ضرغام بروجنی، حمید؛ بابائی، یاور؛ شیخ حسنی، نرگس (1399)، اثر مسئولیت اجتماعی بر پشتیبانی از گردشگری پایدار در شهر سرعین، گردشگری و توسعه، سال 9، شماره 4، صص 184-169.
  • ایرانی، حمیدرضا؛ سلطانی، مرتضی؛ جمشیدزاده، مولود؛ بابائی، یاور (1400)، شناسایی عوامل اثرگذار و اثرپذیر در پذیرش شهروندی شرکتی در کسب و کارهای گردشگری، گردشگری و توسعه، سال 10، شماره 1، صص 319-303.
  • Al-Sheyadi A., Muyldermans L. & Kauuppi K., (2019), the complementarity of green supply chain management practices and the impacts on environmental performance, Journal of Environmental Management 242 (1) 186–198.
  • Amable, B. (2015). Institutional Complementarity: Analysis and Measure. Draft paper prepared for the New Directions in Social Policy Methodology Workshop, Geneva, Switzerland, 15-16 January.
  • Amerasinghe, N. et al (2017), Operational framework for complementarity and coherence, Green Climate Fund Documentation.
  • Amir R. (2019). Supermodularity and Complementarity in Economic Theory. Economic Theory, 67, 487–496.
  • Amores-Salvadó, J., Martin-de Castro, G., & Navas-López, J. E. (2015). The importance of the complementarity between environmental management systems and environmental innovation capabilities: A firm level approach to environmental and business performance benefits. Technological Forecasting and Social Change, 96, 288–297.
  • Apostolache M. A. (2014). Regional development in Romania - from regulations to practice. Procedia Economics and Finance, 8, 35-41.
  • Aversa, P., Haefliger, S., Hueller, F., & Reza, D. G. (2020). Customer complementarity in the digital space: Exploring Amazon’s business model diversification. Long Range Planning, 101985. https://doi.org/10.1016/j.lrp.2020.101985
  • Azis I. J. (2020). Regional Development and Noneconomic Factors. Elsevier Ltd, 269-274.
  • Baldwin, C. Y. (2018). How Technology Shapes Organizations. Design Rules, (19-036).
  • Ballot G., Fakhfakh F., Galia F., & Salter A., (2014), the fateful triangle: Complementarities in performance between product, process and organizational innovation in France and the UK, Research Policy, http://dx.doi.org/10.1016/j.respol.2014.07.003.
  • Basco, R. (2015). Family business and regional development-A theoretical model of regional familiness. Journal of Family Business Strategy. http://dx.doi.org/10.1016/j.jfbs.2015.04.004.
  • Benner M., (2017), From Clusters to Smart Specialization: Tourism in Institution-Sensitive Regional Development Policies, Economies 2017, 5, 26, pp: 1-20.
  • Boling, J. R., Mayo, D. T., & Helms, M. M. (2017). Complementarity merger as a driver of change and growth in higher education. Journal of Organizational Change Management, 30(1), 27–42.
  • Braun, V., & Clarke, V. (2006), Using thematic analysis in psychology”.Qualitative Research in Psychology, 3(2): 77-101.
  • Cao, X., Ali, A., Pitafi, A. H., Khan, A. N., & Waqas, M. (2020). A socio-technical system approach to knowledge creation and team performance: evidence from China. Information Technology and People, 71871083. https://doi.org/10.1108/ITP-10-2019-0536
  • Cassiman, B., Veugelers, R., 2006. In search of complementarity in innovation strategy: internal R&D and external knowledge acquisition. Manag. Sci. 52 (1), 68–82.
  • Ceccagnoli, M., J. Higgins, M., & Palermo, V. (2013). BEHIND THE SCENES: SOURCES OF COMPLEMENTARITY IN R&D. NBER WORKING PAPER SERIES BEHIND.
  • Cavaco, S., & Crifo, P. (2014). CSR and Financial Performance: Complementarity between Environmental, Social and Business Behaviours. Applied Economics, 46(27), 3323-3338.
  • Chi, T. & Levitas, E., (2015), Resource Complementarity, Institutional Compatibility, and Some Ensuing Methodological Issues in Testing the
  • Cobeña, M., Gallego, Á., & Casanueva, C. (2016). Heterogeneity, diversity and complementarity in alliance portfolios. European Management Journal, 35(4), 464–476. https://doi.org/10.1016/j.emj.2016.12.005
  • Costa T. & Lima M. J., (2018), Cooperation in tourism and regional development, Tourism & Management Studies, 14(4), 50-62.
  • Crouch, C., Streeck W., Boyer, R., Amable, B., Hall, P., and Jackson, G. 2005. "Dialogue on 'Institutional Complentarity and Political Economy'." Socio-Economic Review, 3:359-382.
  • Cruz, S. C. S. and Teixeira, A. A. C. (2010). The Evolution of the Cluster Literature: Shedding Light on the Regional Studies–Regional Science Debate. Regional Studies, Vol. 44.9, pp. 1263–1288.
  • Deitz, G. D., Tokman, M., Richey, R. G., & Morgan, R. M. (2010). Joint venture stability and cooperation: Direct, indirect and contingent effects of resource complementarity and trust. Industrial Marketing Management, 39(5), 862–873.
  • Deng, T., Hu, Y. & Ma, M. (2019). Regional policy and tourism: A quasi-natural experiment. Annals of Tourism Research, 74 (1), 1–16.
  • Dibiaggio, L., Nasiriyar, M., & Nesta, L. (2014). Substitutability and complementarity of technological knowledge and the inventive performance of semiconductor companies. Research Policy, 43(9), 1582–1593.
  • Ennen, E., Richter, A., 2010. The whole is more than the sum of its parts—or is it? A review of the empirical literature on complementarities in organizations. J. Manag. 36 (1), 207–233.
  • Fakhreddine,I M. O., & Castonguay, Y. (2019). An exploratory study on how SMEs are open to external sources of information. European Journal of Innovation Management, 22(5), 765–789.
  • Flynn, B., Huo, B., Zhao, X., 2010. The impact of supply chain integration on performance: a contingency and configuration approach. J. Oper. Manag. 28 (1), 58–71.
  • Fudge M., Ogier O., & Alexander K. A. (2021). Emerging functions of the wellbeing concept in regional development scholarship: A review, Environmental Science and Policy, 115, 143-150.
  • Garcés-Ayerbe, C., & Cañón-de-Francia, J. (2017). The Relevance of Complementarities in the Study of the Economic Consequences of Environmental Proactivity: Analysis of the Moderating Effect of Innovation Efforts. Ecological Economics, 142, 21–30. https://doi.org/10.1016/j.ecolecon.2017.06.022
  • Giuliani, E, Matta, A, & Pietrobelli, C. (2016). Networks, cluster development programs, and performance: the electronics cluster in Córdoba, Argentina. The Impact Evaluation of Cluster Development Programs, 117.
  • Gonzalez, M.G., Tato, M.G., & Soto, C.F. (2014). Complementarity between Internal R&D and R&D Cooperation in the Context of Spanish Technological Opportunities, bus. manag, São Paulo, 16(53), 540-559.
  • Grandori, A., & Furnari, S. (2009). Types of Complementarity, Combinative Organization Forms and Structural Heterogeneity: Beyond Discrete Structural Alternatives. In: M. Morroni (Ed.). Corporate Governance, Organization and the Firm: Co-operation and Outsourcing in a Globalised Market, 63-86. London, UK: Edward Elgar.
  • Guisado-Gonzalez M., Vila-Alonso M., & Guisado-Tato M., (2016), Radical innovation, incremental innovation and training: Analysis of complementarity, Technology in Society 44 (1) 48-54.
  • Gyrd-jones, R. I., & Kornum, N. (2013). Managing the co-created brand : Value and cultural complementarity in online and of fl ine multi ‐ stakeholder ecosystems. Journal of Business Research, 66(9), 1484–1493. https://doi.org/10.1016/j.jbusres.2012.02.045
  • Haus, H. Heinelt, M. Stewart (2005), Urban Governance and Democracy,Routledge, London.
  • Haus-Reve S., Fitjar R. D., Rodríguez-Pose A., (2019), does combining different types of collaboration always benefit firms? Collaboration, complementarity and product innovation in Norway, Research Policy 48 (2019) 1476–1486.
  • Hullova D., Simms C., Trott P., & Laczko P., (2018), Critical capabilities for effective management of complementarity between product and process innovation: Cases from the food and drink industry https://doi.org/10.1016/j.respol.2018.09.001
  • Khraishi, A., Huq, F., & Paulraj, A. (2020). Offshoring innovation: An empirical investigation of dyadic complementarity within SMEs. Journal of Business Research, 118(June), 86–97.
  • Kim, D., Chiou, J. S., & Calantone, R. (2018). Strategic orientations, joint learning, and innovation generation in international customer–supplier relationships. International Business Review, 27(4), 838–851.
  • Kinderis R., & Danieliene J. (2019). Business model complementarity and the factors that determine it in tourism business formations: the theoretical aspect, society, integration. Education proceedings of the international scientific conference, 6, 258-268.
  • Kozlenkova, I.V., Samaha, S.A., & Palmatier, R.W. (2014). Resource-based theory in marketing. Journal of the Academy of Marketing Science, 42(1), 1–21.
  • Lee, C.C. and Chang, C.P. (2008): Tourism development and economic growth: a closer look at panels, Journal of Tourism Management. 29(1), 180-192.
  • Lewis, M., Brandon-Jones, A., Slack, N., Howard, M., 2010. Competing through operations and supply: the role of classic and extended resource-based advantage”. Int. J. Oper. Prod. Manag. 30 (10), 1032–1058.
  • Lokshin, B., Belderbos, R., & Carree, M. (2008). The productivity effects of internal and external R&D: evidence from a dynamic panel data model. Oxford Bulletin of Economics and Statistics, 70, 399–413.
  • Love J. H., Roperb S., & Vahterc P., (2014), Dynamic complementarities in innovation strategies, Research Policy 43 (2014) 1774–1784.
  • Love J., & Roper S., (2009), Organizing innovation: Complementarities between cross-functional teams, Technovation 29 (2009) 192–203.
  • Malmberg, A., & Maskell, P. (2002). The elusive concept of localisation economies: Towards a knowledge-based theory of spatial clustering. Environment and Planning A, 34, 429–449.
  • Markard, J., & Hoffmann, V. H. (2016). Analysis of complementarities: Framework and examples from the energy transition. Technological Forecasting and Social Change, 111, 63–75.
  • Matous, P. (2017). Complementarity and substitution between physical and virtual travel for instrumental information sharing in remote rural regions : A social network approach. Transportation Research, 99, 61-79
  • Matsumoto, M. (2008). Redistribution and regional development under tax competition. journal of urban economics, 64, 480-487.
  • Melville, N., Kraemer, K., Gurbaxani, V., 2004. Review: information technology and organizational performance: an integrative model of IT business value. MIS Q. 28 (2), 283–322.
  • Milgrom, P., & Roberts, J. (1990). The economics of modern manufacturing: technology, strategy, and organization. Am. Econ. Rev, 80 (3), 511–528.
  • Miranda, S. M., Lee, J., & Lee, J. (2011). Stocks and flows underlying organizations’ knowledge management capability : Synergistic versus contingent complementarities over time. Information & Management,48(8),382–392
  • Mishra, A., Shah, R., 2009. In union lies strength: collaborative competence in new product development and its performance effects. J. Oper. Manag. 27 (15), 324–338.
  • Nagy, G., Jaakkola, M., & Koporcic, N. (2018). Complementarity versus substitutability of dynamic and operational capabilities in B2B firms: A configurational approach. Industrial Marketing Management, 83(1), 1–17.
  • Ndubisia N. O., Dayanb M., Yeniarasc V., & Al-hawarid M., (2019), the effects of complementarity of knowledge and capabilities on joint innovation capabilities and service innovation: The role of competitive intensity and demand uncertainty, Industrial Marketing Management, https://doi.org/10.1016/j.indmarman.2019.05.011.
  • Neirotti, P., & Raguseo, E. (2021). Mitigating resource dependence on internet visibility providers : Exploring complementarity effects in the positioning of small hotels on online intermediaries. Information & Management, 58(1), 103279.
  • Niculaa, V., Spânub, S., & Neagua, R. E. (2013). Regional Tourism Development in Romania - Consistency with Policies and Strategies Developed at EU Level. Procedia Economics and Finance, 6, 530–541.
  • Nematpour, M., Khodadadi, M., & Rezaei. (2021). Systematic analysis of development in Iran’s tourism market in the form of future study: A new method of strategic planning, Futures, 125, 102650.
  • Nibigira, TOURISM DEVELOPMENT IN THE EAST AFRICA COMMUNITY REGION: WHY IS TOURISM DEVELOPMENT A SHARED AGENDA AMONG ONLY SOME EAC COUNTRIES?, A Dissertation Presented to the Graduate School of Clemson University.
  • Ohe Y., (2010), evaluating the complementarity of the educational function in agriculture, Environmental Economics and Investment Assessment, Vol 131. doi:10.2495/EEIA100211
  • Ozusaglam S., Kesidou E., Wong C. W., (2018), Performance effects of complementarity between environmental management systems and environmental technologies, International Journal of Production Economics 197 (2018) 112–122.
  • Petrou, A., Fiallo Pantzioua, E., Dimaraa E. & Skuras, D. (2007). Resources and activities complementarities: the role of business networks in the provision of integrated rural tourism. Tourism Geographies, 9(4), 421-440. DOI: 10.1080/14616680701647634
  • Pinnington B. D., & Ayoub R., (2019), Rebuilding supplier relationships: An action research study of contract complementarity, Journal of Business Research 101 (2019) 323–333.
  • Plagerson S. & Stuart L., (2018), Social, Economic and Environmental Policy Complementarity in the South African Mining Sector, United Nations Research Institute for Social Development (UNRISD), Geneva.
  • Rehm S., & Goel L., (2016), Using information systems to achieve complementarity in SME innovation networks, Information and Management, http://dx.doi.org/10.1016/j.im.2016.10.003.
  • Romao J., & Neuts B., (2017), Territorial capital, smart tourism specialization and sustainable regional development: Experiences from Europe, Habitat International. pp:1-11
  • Rosentraub, M.S., and Joo M. (2009): Tourism and economic development: Which investments produce?, Tourism Management, Volume 30, Issue 5, 759–770.
  • Ryoo, S. Y., & Kim, K. K. (2014). The impact of knowledge complementarities on supply chain performance through knowledge exchange. Expert Systems with Applications, 42(6), 3029–3040.
  • Sandelowski, Margarete; & Barroso, Julie. (2007). Handbook for synthesizing qualitative research. New York and London: Springer.
  • Sandelowski, Margarete; & Barroso, Julie. (2017). Handbook for synthesizing qualitative research. New York and London: Springer.
  • Saxena, G. (2005) Relationships, networks and the learning region: case evidence from the Peak District National Park, Tourism Management, 26, pp. 277–289
  • Serrano-bedia A. M., Lopez-fernandez M. C. & Garcia-Piqueres G., (2017), Complementarity between innovation knowledge sources: Does the innovation performance measure matter? BRQ Business Research Quarterly, http://dx.doi.org/10.1016/j.brq.2017.09.001.
  • Stimson, R. J. (2014). Proximity and endogenous regional development. In A. Torre & F. Wallet (Eds.), Regional development and proximity relations (47-93). Chelten-ham, UK and Northampton, MA: Edward Elgar.
  • Torres, P., & Augusto, M. (2019). Understanding complementarities among different forms of innovation. European Journal of Innovation Management, 23(5), 813–834.
  • Trencher G., & Heijden J. V., (2019), Instrument interactions and relationships in policy mixes: Achieving complementarity in building energy efficiency policies in New York, Sydney and Tokyo, Energy Research & Social Science 54 (2019) 34–45.
  • Vukovic P., Čavlin G. & Čavlin M., (2015), Complementarity in the development of rural tourism with the development of thermal baths, spa and wellness tourism, (62) 1 (259-270)
  • Weidenfeld A., Butler R., & Williams A. W., (2011) The role of clustering, cooperation and complementarities in the visitor attraction sector, Current Issues in Tourism, 14:7, 595-629
  • Wong, C., Boon-itt, S., Wong, C., 2011. The contingency effects of environmental uncertainty on the relationship between supply chain integration and operational performance. J. Oper. Manag. 29 (6), 604–615.
  • Woo, W.-S. (2006). Resource Complementarity and Performance in Technology-Intensive Mergers and Acquisitions. International Studies Review, 7(1), 47–73. https://doi.org/10.1163/2667078x-00701003
  • WTTC—World Travel and Tourism Council. (2019). Economic impact 2019—March 2019. Retrieved from www.wttc.org/-/media/files/reports/economic-impact-research/regions-2019/world2019.pdf.
  • Yeh C. C., Ku E., & Ho C. H., (2016), Collaborating pivotal suppliers: Complementarities, flexibility, and standard communication between airline companies and travel agencies, Journal of Air Transport Management 55 (2016) 92-101.
  • Zach, F., & Racherla, P. (2011). Assessing the value of collaborations in tourism networks: a case study of Elkhart County, Indiana. Journal of Travel & Tourism Marketing, 28(1), 97-110.
Journal of Geography and Planning
Volume 26, Issue 79
May 2022
Pages 335-307
Files
Share
How to cite
Statistics