Jason Stienmetz

Dr Jason Stienmetz


Lecturer in Tourism
+44 (0)1483 684348
55 AP 02

Biography

Biography

Dr Jason Stienmetz is a Lecturer in Tourism. Prior to joining the University of Surrey in 2016, Jason worked at the University of Florida as a Research Coordinator for the National Laboratory for Tourism & eCommerce and was also an Adjunct Lecturer teaching research methods to both undergraduate and graduate tourism students. Jason was awarded his doctorate in Business Administration from Temple University Fox School of Business in 2016 with his dissertation “Structural Implications of Destination Value System Networks.” Jason earned a Master of Tourism Administration from the George Washington University Business School and also has a BS in Hotel, Restaurant and Tourism Management from the University of Wisconsin.

Jason is proud to have served as a Community Economic Development Specialist with the United States Peace Corps in Costa Rica, where he was involved in a number of projects related to eco-tourism, technology education, and micro-finance. Jason has also worked as a researcher for the U.S. Travel Association and the International Institute for Tourism Studies.

Jason has conducted numerous research consultancy projects with tourism industry practitioners and has published in leading academic journals such as Journal of Travel Research and Tourism Management. Jason is an active member of the Travel and Tourism Research Association and the International Federation for IT and Travel & Tourism, and serves on the editorial board of the Journal of Travel Research and the Journal of Information Technology and Tourism.

Research interests

Measuring, modelling, and managing tourism destination systems; marketing evaluation; visitor experience and value creation; “smarter” tourism management; big data

Teaching

Undergraduate• Business Environment• Tourism Management• Technology, Media, and Data

Postgraduate• Digital Marketing and Social Media• Tourism Social Science

Departmental duties

Deputy Programme Leader MSc/MBus/EM Tourism Programmes

Tourism and Events Applied Dissertations Coordinator

SHTM Research Seminar Series Coordinator

Affiliations

Travel and Tourism Research Association

International Federation for IT and Travel & Tourism

In the media

Emerging Scholar Profile - Dr Jason L Stienmetz
e-Review of Tourism Research (eRTR)

My publications

Publications

Stienmetz Jason, Fesenmaier Daniel R. (2018) Destination Value Systems: Modeling Visitor Flow Structure and Economic Impact, Journal of Travel Research Sage
This study proposes that the structure of visitor flows within a destination significantly influences the overall economic value generated by visitors. In particular, destination network metrics (i.e., density, in-degree centralization, out-degree centralization, betweenness centralization, and global clustering coefficient) for 29 Florida counties were derived from 4.3 million geotagged photos found on the photo sharing service Flickr and then correlated with visitor-related spending reported by the Florida Department of Revenue. The results of regression analyses indicate that density, out-degree centralization, and
in-degree centralization are negatively correlated with total visitor-related spending within a destination, while betweenness centralization is found to have a positive relationship. Based on these findings, it is concluded that the economic value generated by tourism is constrained by the destination network structure of supply-side and demand-side interactions. Further, it is argued that a ?network orchestrator? approach to management can be used to better manage economic
impacts within a destination.
Yang Yang, Stienmetz Jason (2018) Big data and tourism planning, Information Technology & Tourism 20 (1-4) pp. 189-190
Stienmetz Jason, Liu Anyu, Tussyadiah Iis (2019) UK Residents? Opinions of Peer-to-Peer Accommodation Impact on Quality of Life, ENTER2019 eTourism conference
The aim of this study was to explore UK residents? opinions of how peer-to-peer (P2P) accommodation listings within their communities impact upon their quality of life (QoL). Seven hundred and eighty open-ended questions were collected across the UK and content analysis was conducted to investigate the textual data. It is found that 13% of UK residents held positive opinion on P2P accommodation whereas another 13% expressed negative attitude and the rest kept neutral opinions. More people believed P2P accommodation brought positive economic and negative environmental impacts on the QoL, while the social influence was neutral. Opinions of London residents on P2P accommodation are different from those of non-London residents. Practical implications are provided to policymakers based on the empirical findings.
This exploratory study aims to develop a critical understanding of how large hotel groups can define strategic sustainability objectives in order to create shared value. It is the first study to conduct a comparative analysis of the publicly available sustainability reports from the 50 largest hotel groups in the world, and to combine these with interview responses from a sample of their Corporate Social Responsibility (CSR) managers and industry sustainability experts. The richness of this data enables the investigation of complex and interdependent factors that influence strategic sustainability planning, measurement, management and reporting.
This study first proposes a strategic management framework, the Materiality Balanced Scorecard (MBSC), to design, communicate and realise CSR strategies that create shared value. The MBSC combines the Balanced Scorecard, and its sustainability adaptations, with the principles of inclusiveness, materiality and responsiveness of the AA1000 Stakeholder Engagement Standard. The MBSC constitutes a theoretical contribution in the emerging literature addressing the relationship between sustainability performance management and reporting.
This study then attempts to characterise and identify the internal determinants of the CSR management and reporting of large hotel groups, in order thence to appraise the feasibility of implementing the MBSC within the hotel industry. This study addresses the gap in the literature about hotel groups integrating CSR agendas into their organisational strategies, practices and processes. It extends earlier knowledge by including (1) cognitive determinants (in respect to the stakeholder culture, the stakeholder management capability, the stakeholder influence capacity, as well as the capacity building in respect to stakeholder engagement and materiality), (2) organisational determinants (CSR roles and responsibilities, internal accountability and cross-departmental coordination) and (3) technical determinants (integration of CSR within the overall business management, and the accuracy and comprehensiveness of the performance management systems). The research establishes the implications of the determinants for the mismanagement of sustainability and progress towards adopting the shared value approach.
The study also critically assesses the adoption by large hotel groups of the inclusiveness, materiality and responsiveness principles that are central to the MBSC. It constitutes the first study to assess those three principles in tandem, and together with their effect on the organisations? accountability. It is also the first empirical study on the disclosure of and barriers to materiality. The study identifies the symbolic adoption of reporting guidelines and characterises the process of managerial capture of the reporting process. The comparison between sustainability disclosure, environmental performance and sustainability integration reveals that the sustainability reports do not reflect the management of sustainability, adding to the body of knowledge that suggests sustainability reporting does not deliver accountability to stakeholders. Based on these findings, a refined conceptualisation of the principles of inclusiveness, materiality and responsiveness embedded in the MBSC is proposed to help organisations to develop shared value strategies, thereby making a practical contribution to address the limited guidance available on the implementation of shared value.
Overall, the MBSC is rather idealistic when compared to the reality of the hotel industry, because the requirement to adopt shared value strategies seems mostly infeasible. Nonetheless, the MBSC may be applicable in proactive organisations as long as they are willing i) to commit to shared value and ii) to engage with the principles of inclusiveness, materiality and responsiveness openly, as a means to operationalise this commitment.
Tuomi Aarni, Tussyadiah Iis P., Stienmetz Jason (2019) Leveraging LEGO® Serious Play® to embrace AI and robots in tourism, Annals of Tourism Research Elsevier

Advances in artificial intelligence (AI) and robotics have begun to challenge conventional notions of consumption, production, and management of tourism service offerings. For example, intelligent machines are increasingly being used to handle routine customer enquiries, prepare and serve drinks and food, and monitor and report faults and security breaches (Ivanov, Webster, & Berezina, 2017). However, Murphy, Gretzel, and Pesonen (2019) observe that many tourism businesses still fail to make the most of the available technology. Faced with a plethora of possibilities, tourism operators may find it difficult to decide which technologies to adopt and which to ignore. Equally challenging might be deciding where, when, and how a new technology should be introduced, as well as understanding what its impacts might be for the individual, organisation, and the industry. The situation calls for research methods suitable for addressing forward-looking research questions with complex practical, ethical, and socio-economic implications, including the impacts of automation on customer experience, management, and regulation.

Following in the footsteps of Wengel, McIntosh, and Cockburn-Wootten (2016), it can be suggested that serious gaming, in particular a method known as LEGO® Serious Play®, will help tourism researchers and practitioners better navigate and harness the dynamic landscape of emerging technology. As discussed by Peabody and Noyes (2017), LEGO® Serious Play® is a brainstorming method that makes use of LEGO® bricks to facilitate communication, expression, and problem-solving. Through a series of building activities and peer discussions, LEGO® bricks are used to create stories about the intangible world. The purpose is to break free from the constraints of habitual thinking ? the focus is not on the actual bricks themselves, but on the stories they tell and the metaphors they convey (Kristiansen & Rasmussen, 2014).