FORMATION AND DEVELOPMENT OF ORGANIZATIONAL AND ECONOMIC RELATIONS IN THE ACTIVITIES OF TOURISM ENTITIES (theoretical and methodological foundations)
Main Article Content
Abstract
Introduction. The tourism industry functions as a complex ecosystem where the effectiveness of individual enterprises increasingly depends on the quality of interactions within the value chain. Organizational and economic relations (OER) among tourism stakeholders form the foundation for destination competitiveness, innovation capacity, and resilience to crises. However, despite the recognized importance of these relations, there remains a significant gap between the objective need for deep cooperation and the fragmented, often purely competitive nature of interactions observed in practice.
Purpose. The purpose of this article is to develop theoretical and methodological foundations for the formation and development of organizational and economic relations among tourism sector stakeholders, aimed at enhancing their synergistic efficiency and the competitiveness of destinations.
Methods. The research is based on a systemic approach that integrates stakeholder theory, network analysis, and institutional economics. Theoretical generalization and synthesis were employed to conceptualize the essence and structure of OER. Comparative analysis was used to typologize the main forms of these relations (competitive, cooperative, network-based, cluster-based, and integrated). Methods of abstraction and modeling facilitated the development of a cyclic methodological model for the strategic management of OER.
Results. The study conceptualizes OER as a multi-level system of formal and informal linkages arising in the process of tourism product creation, distribution, and consumption. A detailed typology of OER forms is presented, highlighting their distinct characteristics in terms of trust levels, flexibility, governance mechanisms, and potential for synergistic effects. The core contribution is the development of a four-phase cyclic methodological model comprising: (1) Diagnosis and Analysis (stakeholder mapping, social capital assessment, SNA); (2) Design of the Target Model (vision definition, form selection, rule establishment); (3) Institutional and Instrumental Support (legal framework, digital platforms, funding); and (4) Implementation and Monitoring (KPI tracking, adaptation). The model integrates the interests of all stakeholders, macro- and microenvironmental factors, and institutional support instruments.
Originality. The scientific novelty lies in the comprehensive, systems-based approach to OER as a strategically managed asset rather than a passive outcome of market activity. Unlike previous fragmented studies focusing on individual forms of interaction, this research proposes an integrated cyclic model that addresses the entire lifecycle of OER development, incorporating social capital assessment as a critical prerequisite and digitalization as a key enabling factor.
Conclusion. The development of organizational and economic relations is a key determinant of tourism destination competitiveness, sustainable development, and industry resilience. The proposed methodological model provides a practical framework for stakeholders and destination managers to systematically transition from fragmented competition to synergistic cooperation. Future research should focus on quantitative assessment of model effectiveness, the impact of digital transformation (AI, blockchain) on OER, and the development of institutional mechanisms for public-private partnership in tourism.
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