The influence of social innovation, value perception and leadership on tourism destinations in China’s in UNESCO creative cities.
Keywords:
Social innovation, Value perception, and Leadership on tourism destination in China's UNESCO creative citiesAbstract
This study explores team leadership, value perception, and social innovation in China's UNESCO-designated creative cities. The research uses a mixed research design, including questionnaires, descriptive statistics, multiple regression analysis, and SEM, with a target population of travelers and community leaders in rural areas. The study reveals significant differences in self-management, decision-making, and relationship skills among team leaders, as well as social awareness and innovative collaboration among team members. The study emphasizes the importance of service innovation and creative service concepts in fostering innovation. The study also evaluates the structural validity of a questionnaire using Pearson correlation coefficients and validated factor analyses. The principal component analysis method was used to identify shared factors and classify 12 question options into one common factor. Construct validity was tested using exploratory factor analysis, confirmatory factor analysis, and convergent validity. The study concluded that the structural model of the teamwork synergy toughness scale converges well, with significant relationships between organizational toughness and measurement index variables. The findings have implications for tourism destination growth and policies in rural villages in Anhui, China. Primary contributors to a community's status as a creative tourism destination include team leadership skills, social innovation, value perception, creative tourism destinations, local destination management, responsible tourism practices, and collaboration with local businesses and stakeholders. Effective team leadership fosters collaboration and creativity, leading to unique tourism experiences. Policymakers should consider incorporating social innovation initiatives into their development plans to attract more tourists and promote economic growth in rural villages.
References
Albaz, A. , et .al.(2020). Setting up small and medium‐size enterprises for restart and recovery Retrieved from https://www.mckinsey.com/industries/public‐and‐social‐sector/our‐ insights/setting‐up‐small‐and‐medium‐size‐enterprises‐for‐restart‐and recovery
Banerjee, S.,& Shabam, A. (2019) "Reimagining Social Enterprise through grassroots social innovations in India", in: Eynaud, P., Laville, J., Santos, L. D., Banerjee, S., Avelino,
Greenwood, C. & Voegtlin, M. (2016).Meaningful Work as a Mechanism Linking Corporate Social Responsibility Participation and Helping Behavior: A Study of Hospitality Industry in Thailand
Hongnuan, K. & Leelapattana, W. (2012). The Development of Cultural Tourism Attraction for Model Creative Tourism Management in the Old City Chiangmai, Thailand, Research Article: 2021 24(6S)
Luca, C. et.al.(2020). "Strategic alliances and firm performance in startups with a social mission". Journal of Business Research. 106: 106–117. doi: 10.1016/j.jbusres.2019.08.047. ISSN 0148-2963. S2CID 203493041.
Kaletka, H. & Zirngiebl, H. (2018). Atlas of Social Innovation. New Practices for a Better Future. Sozialforschungsstelle, TU Dortmund University. ISBN 978-3- 921823-96-5
Howaldt,J. et al.(2015). On the theory of social innovations: Tarde's neglected contribution to the development of a sociological innovation theory (PDF). Beltz Juventa. ISBN 978-3-7799-2727-3.
Klievink, B., & Janssen, M., (2014). "Developing multi-layer information infrastructures: advancing social innovation through public-private governance" "Information Systems Management" 31:240–249
Kogler-Hill, S. E. (2007). Team leadership. In P. G. Northouse (Ed.), Leadership: Theory and practice (4th ed., pp. 207–236). Thousand Oaks, CA: Sage.
Madanchian, M. & Taherdoost., H. (2017).Role of Leadership in Small and Medium Enterprises (SMEs). International Journal of Economics and Management System, IARAS, 2017.
Malek, A.& Carlos Costa. (2015) Integrating communities into tourism planning through social innovation Journal of Tourism Planning & Development
McKinsey & Company (2020). Consumer sentiment and behavior continue to reflect the uncertainty of the COVID‐19 crisis . Retrieved from https://www.mckinsey.com/business‐functions/marketing‐and‐sales/our‐insights/a‐global‐view‐of‐how‐consumer‐behavior‐is‐changing‐amid‐COVID‐19
Mizen, R. (2020). SMEs hit hardest by COVID‐19 job losses. Retrieved from https://www.afr.com/policy/economy/smes-hit-hardest-by-COVID-19- job-losses- 20200910-p55u7l.
Milosevic N, et.al. (2018). "Classification of intangible social innovation concepts". Proceedings of 23rd International Conference on Applications of Natural Language to Information Systems (NLDB 2018). Lecture Notes in Computer Science. 10859: 407–418
Mottiar, Z. (2015). The importance of local area as a motivation for cooperation among rural
tourism entrepreneur. Tourism Planning and Development, 12, 1-16.
Musikyan.,S. (2016). The Influence of Creative Tourism on Sustainable Development of Tourism and Reduction of Seasonality – Case Study of Óbidos. A dissertation submitted to the School of Tourism and Maritime Technology of Polytechnic Institute of Leiria in partial fulfilment of the requirements for the Master's Degree in Sustainable Tourism Management.
Northouse, G. (2007). Leadership Theory and Practice. Thousand Oaks, CA: Sage Publications, Inc.
OECD. (2020). Coronavirus (COVID‐19): SME policy responses. Retrieved from https://read.oecd‐ilibrary.org/view/?ref=119_119680‐ di6h3qgi4x&title=COVID‐ 19_SME_Policy_Responses
Paskova, M. & Zelenka, J. (2019), "How crucial is the social responsibility for tourism sustainability?", Social Responsibility Journal,15(4)534552. https://doi.org /10.1108/SRJ-03-2018-0057
Ratten, V. (2020). (a). Coronavirus and international business: An entrepreneurial ecosystem perspective. Thunderbird International Business Review, 62(5), 629–634. [Google Scholar]
Smith, M.K.& Richards, G. (2013). The Routledge Handbook of Cultural Tourism
January 2013DOI:10.4324/9780203120958
Sperber, S. & Linder, C. 2018). The impact of top management teams on firm innovativeness: a configurational analysis of demographic characteristics, leadership style and team power distribution. Review of Managerial Science, Springer, 12(1),285-316
UNESCO. (2016).Tourism,culture and sustainable development. [Online].Availablehttp://unesdoc.unesco.org/images/0014/001475/147578E.pdf (8 November 2019).
UNWTO. (2018). A practical guide to tourism destination management. Madrid, Spain: UNWTO.
Zhao, W. (2016), A general overview of social innovation movement in Japan and China: Similarities and differences, Conference: Social Innovation and Entrepreneurship Conference February 20162, Research Gate.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 Nimitmai Review Journal

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.