Destination cobranding in interorganizational networks: Assessing the role of central tourism organizations

Abstract

This study examines whether tourism organizations influence each other to cobrand with the destination brand as a function of the interorganizational network structure. Empirically, it combines questionnaire and interorganizational network data from a Norwegian region of winter sports destinations. By taking a dyadic level of analysis and examining 990 dyadic observations of tourism organizations, the study shows that central organizations' cobranding increases other less-central organizations' cobranding through direct or indirect collaboration. The findings further indicate that cobranding spreads (like ripples) from central to less-central organizations. Because of central organizations' strong cobranding and network proximity to other organizations, the study illuminates their importance as carriers of cobranding to other less-central organizations.