Dr Jason Stienmetz
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.
Measuring, modelling, and managing tourism destination systems; marketing evaluation; visitor experience and value creation; “smarter” tourism management; big data
Undergraduate• Business Environment• Tourism Management• Technology, Media, and Data
Postgraduate• Digital Marketing and Social Media• Tourism Social Science
Deputy Programme Leader MSc/MBus/EM Tourism Programmes
Tourism and Events Applied Dissertations Coordinator
SHTM Research Seminar Series Coordinator
Travel and Tourism Research Association
International Federation for IT and Travel & Tourism
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.
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.
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).