Technology and Behavioral Design in Tourism
As information and communication technologies (ICTs) become an integral part of the tourism environments, tourism technologies are designed to generate impacts on tourists’ behavior and transform tourism experiences. Drawing from behaviorism, philosophy o
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Abstract As information and communication technologies (ICTs) become an integral part of the tourism environments, tourism technologies are designed to generate impacts on tourists’ behavior and transform tourism experiences. Drawing from behaviorism, philosophy of computing, design science and persuasive technology, this chapter provides a theoretical reflection for technology and tourism design by theorizing behavioral design and technological mediation in tourism experiences. It also provides guiding principles to bridge the theories into design practices in for tourism destinations to solve design problems by facilitating behavior change through ICTs. The ultimate goal is for tourism destinations to offer meaningful and memorable tourism experiences for tourists that are advantageous for all stakeholders. Keywords Information technology • Persuasion • Memorable experience
1 Introduction In an increasingly competitive travel and tourism industry, destinations around the globe are continuously challenged to develop and manage their offerings in order to deliver quality tourism experiences for their visitors. The approaches and practices of design thinking (Brown 2008, 2009; Dorst 2011; Lockwood 2009; Martin 2009; Rowe 1987) and design doing (Fraser 2006) are considered powerful to achieve and maintain competitive advantages for tourism destinations (Tussyadiah 2014a; Zehrer 2009). Design thinking is conceptualized as “applying a designer’s sensibility and methods to problem solving” (Lockwood 2009, p. xi), “a methodology that imbues a full spectrum of innovation activities with a human-centered design ethos” (Brown 2008, p. 1). This entails an integrative, human-centered process that involves empathic research approaches (i.e., a thorough understanding of end users’ needs through direct observation and real world experiments), engaging partners in collaboration (i.e., co-design, co-creation), fast learning, and rapid prototyping that
I.P. Tussyadiah (*) Washington State University, Vancouver, WA, USA e-mail: [email protected] © Springer International Publishing Switzerland 2017 D.R. Fesenmaier, Z. Xiang (eds.), Design Science in Tourism, Tourism on the Verge, DOI 10.1007/978-3-319-42773-7_12
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result in product, service, and/or experience innovation (Brown 2008; Liedtka et al. 2013; Lockwood 2009). Design thinking is considered an exciting new paradigm for problem solving for organizations facing increasingly complex and open-ended challenges, often referred to as wicked problems (e.g., Buchanan 1992; Cross and Roozenburg 1992). Therefore, design thinking helps organizations to be “more innovative, better differentiate their brands, and bring their products and services to market faster” (Brown and Wyatt 2010). Fraser (2006) suggests the importance of turning design thinking into design doing, emphasizing the actions that bridge design approaches with the process of innovation. In tourism management, design thinking (and design doing) is increasingly applied in areas of new produ
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