International Journal of Contemporary Hospitality Management

Sharing tourism experiences in social media: A literature review and a set of

suggested business strategies
Marios D. Sotiriadis
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Sharing tourism experiences in Sharing

tourism
social media experiences in
social media
A literature review and a set of suggested
business strategies 179
Marios D. Sotiriadis
Received 30 May 2016
Department of Entrepreneurship, Supply Chain, Transport, Tourism and Revised 24 August 2016
Logistics Management, University of South Africa, Pretoria, South Africa 13 October 2016
Accepted 25 October 2016
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Abstract
Purpose The purpose of this paper is twofold: to perform a synthesis of academic research published
between 2009 and 2016 regarding the changes in tourism consumer behavior brought about by the use of
social media (SM); and to suggest a set of strategies for tourism businesses to seize opportunities and deal with
resulting challenges.
Design/methodology/approach A volume of 146 peer-reviewed journal articles were retrieved from
two major databases. Content analysis of this academic research has been performed, exploring the effects of
online reviews on tourism consumers and providers.
Findings The content analysis identified three main research themes that were investigated by scholars
and classified into two major categories, namely, consumer perspective and provider perspective: the
antecedents (factors motivating and influencing tourists); the influence of online reviews on consumer
behaviour; and the impact of these reviews on tourism businesses (providers perspective).
Research limitations/implications This study is based on a literature review and outcomes reported
by previous studies; hence, the suggestions are indicative rather than conclusive. Some publication sources
were not included.
Practical implications This paper suggests a range of adequate strategies, along with operational
actions, formulated for industry practitioners in the fields of management and marketing.
Originality/value It provides an update of the state of published academic research into SM and an
integrated set of management and marketing strategies for tourism providers in seizing the opportunities and
dealing with the challenges raised in a digital context.
Keywords Social media, Online reviews, Electronic word-of-mouth,
Management and marketing strategies, Sharing knowledge, Tourism experiences
Paper type Literature review

1. Introduction
The digital revolution is considerably influencing tourism-related industries (Benckendorff
et al., 2014; Law et al., 2014). The major impacts have come through websites, social media
(SM) and mobile telephony, as highlighted by scholars (Leung et al., 2013; Sigala et al., 2012).
The adoption of SM and sharing on these platforms are growing globally. According to a
report by eMarketer, the number of SM users across the globe exceeds two billion, and more
than 28 per cent of people worldwide used SM regularly in 2015 (eMarketer, 2015). SM
platforms have become a powerful social tool for online communications, allowing tourists to International Journal of
Contemporary Hospitality
Management
Vol. 29 No. 1, 2017
The author would like to thank the editor and four anonymous reviewers for providing constructive and pp. 179-225
Emerald Publishing Limited
helpful comments on earlier versions of this paper. They all contributed to improving the quality of the 0959-6119
article. DOI 10.1108/IJCHM-05-2016-0300
 IJCHM interact and share their views, to collaborate and to contribute to developing, extending,
29,1 rating and commenting on tourism experiences (Ayeh et al., 2013; Gretzel and Yoo, 2013;
Leung et al., 2013; Sigala et al., 2012). In using SM, tourists become co-designers,
co-producers, co-marketers and co-consumers of tourism experiences (Sigala et al., 2012).
These developments in Web2.0 tools have had a considerable impact on consumer behaviour
and are presenting a host of new challenges as well as opportunities for tourism providers
180 and destinations.
Some of the main issues and challenges related to the post-experience stage are online
reviews, experience sharing and evaluations of services. SM platforms have opened new
channels of communication between tourism providers and tourists, and these platforms are
offering huge opportunities for customer feedback. One of the main functions of SM is to
establish an interactive channel of communication, which is mutually beneficial to the
parties involved: it offers a medium for tourists to express their desires and requirements and
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gives tourism providers a tool to acquire customer feedback (Leung et al., 2013; Oz, 2015).
Furthermore, SM platforms have been recognised as innovative knowledge-sharing
networks because they enable tourism consumers to connect, share and interact with others
(Oz, 2015).
For this reason, SM, as interactive platforms, are gaining attention for the tourism
industry (Benckendorff et al., 2014; Gretzel and Yoo, 2013; Law et al., 2014). The impressive
adoption and extensive use of SM have revolutionised all tourism-related industries. More
importantly, these developments have had an influential impact on strategic and operational
marketing and management functions in the tourism field (Law et al., 2014). Academic
research (especially reported on in tourism and hospitality peer-reviewed journals) has
shown a great interest in the impacts of information and communication technologies (ICTs)
in general and SM in particular.
Four main studies, which reviewed the overall progression of related research, were
conducted by Cantallops and Salvi (2014), Law et al. (2014), Leung et al. (2013) and Zeng and
Gerritsen (2014). These studies have limited coverage in terms of period and/or publication
outlets, and one is more general in terms of scope (Law et al., 2014). The study by Leung et al.
(2013) covered this issue by reviewing 44 articles published between 2007 and 2011; the
study by Cantallops and Salvi (2014) reviewed 34 SM-related articles published in only six
peer-reviewed journals between 2007 and 2011. The study by Law et al. (2014) analysed 107
papers related to ICTs in general and published in academic journals between 2009 and 2013.
The study by Zeng and Gerritsen (2014) reviewed 279 publications (including 165 journal
articles, 82 conference papers, 23 research degree theses, four electronic articles, three books
and two reports) published between 2007 and 2013.
The most recent study (Law et al., 2014) performed a comprehensive review of articles
related to ICTs and published in tourism and hospitality journals between 2009 and 2013,
and constituted a significant contribution. Despite the valuable contributions of the previous
studies, it is believed that there is a gap in the extant literature the need for reviewing
related papers that have been published more recently (between 2014 and 2016) and, more
specifically, reflecting the latest developments in the field of Web2.0 and SM in tourism.
An updated literature review of the use and impact of SM in tourism is very important
because the adoption and extensive use of these Web2.0 tools will:
influence the behaviour of tourism consumers (information search, decision-making
and sharing experiences) and business performance;
affect the way in which tourists perceive their experience, post online reviews and
share their opinions and evaluations about tourism providers and destinations; and
 consequently have an impact on the management and marketing functions and Sharing
practices of tourism providers (Benckendorff et al., 2014; Law et al., 2014). tourism
To identify the new issues and aspects investigated by researchers since 2009, this paper experiences in
presents an extensive review and content analysis of the articles published in journals, social media
covering a longer period of eight years. The main motivation is to establish a
state-of-the-art update by:
181
presenting a synthesis of academic research on SM, online reviews and experience
sharing conducted up to June 2016; and
classifying the papers based on specific criteria (e.g. perspective, research theme, types
of SM, providers and geographic area).

It aims to provide a comprehensive synthesis of the studies in the field of SM and online
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reviews in tourism by analysing the topic from the perspectives of demand/tourism

consumers and supply/providers of tourism services. More importantly, it also attempts to
suggest a range of suitable strategies, along with operational actions, formulated for
business practitioners to deal with the challenges and to seize related opportunities.
The findings should make a contribution from a theoretical and practical perspective.
From a theoretical viewpoint, the study should contribute to establish state-of-the-art
academic research into the use of SM in tourism and to better understand recent
developments. From a practical perspective, the findings and suggestions should be of
interest to industry practitioners looking for suggestions and best practices to deal with the
challenges in the digital context and to re-engineer their business functions.

2. Social media, experience sharing and online reviews

Technological advances and the introduction of new methods of communication have
significantly altered tourism consumer behaviour. The internet has become the consumers
first choice in the search for information on tourism destinations and providers and has
become an important tool for marketing of tourism services (Benckendorff et al., 2014;
Gretzel and Yoo, 2013; Law et al., 2014). These developments in technology have led to a shift
in focus on businesses management and marketing strategies, especially in the travel and
tourism industry (Cantallops and Salvi, 2014). The opportunities and challenges for
tourism-related industries that arise from the digital environment are obvious in everyday
business practice (Leung et al., 2013; Sigala et al., 2012). During the past two decades,
scholars and researchers have shown an increasing interest in the growing role of SM in the
tourism field, and this issue constitutes an interesting research topic (Law et al., 2014; Leung
et al., 2013; Zeng and Gerritsen, 2014). Literature suggests that SM platforms play a
significant role in many issues of tourism, especially consumer behaviour (information
search and decision-making), marketing and communication/interaction with tourism
consumers and managing business functions and processes (Bilgihan et al., 2016; Gretzel and
Yoo, 2013; Law et al., 2014).
It should be noted that there is no universally adopted definition of SM. Chan and Guillet
(2011), based on the suggestions of Kaplan and Haenlein (2010) and Xiang and Gretzel (2010),
define SM:
[] as a group of Internet-based applications that exist on the Web2.0 platform and enable the
Internet users from all over the world to interact, communicate, and share ideas, content, thoughts,
experiences, perspectives, information, and relationships.
 IJCHM The main types of SM include blogs and microblogs, social networking sites, collaborative
29,1 projects, content community sites and sites dedicated to feedback.
Litvin et al. (2008, p. 461) suggest that electronic word-of-mouth (eWOM) can be defined
as all informal communications directed at consumers through Internet-based technology
related to the usage or characteristics of particular good and services, or their sellers. This
definition includes communication between businesses and consumers as well as that among
182 consumers themselves both integral parts of the eWOM flow. It has been proven that online
reviews provide a trusted source of product information. The findings from this study by
Trusov et al. (2009) provide a strong motivation to better use the eWOM channels of
communication.
Post-experience behaviour in tourism refers to the tourism consumers level of
satisfaction with the vacation trip undertaken, image and attitude formation, and repeat and
recommending intentions (Kozak, 2006; Morrison, 2013). In the SM context, post-experience
behaviour takes the form of the level of tourists engagement in eWOM, referring to their
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willingness to share their tourism experiences on the internet, thereby contributing to the
generation of consumer travel online reviews and recommendations (Kim and Fesenmaier,
2015). Online consumer reviews deliver user-oriented information about products and
services and work for other consumers as recommendations (positive or negative) about
them (Zhang et al., 2010; Zhao et al., 2015). Online reviews have a strong influence on
consumers decision-making processes. Studies have shown that online evaluation can help
consumers make informed and accurate decisions (Liu et al., 2011; Sparks and Browning,
2011).
In the context of the increasing influence of SM in interpersonal communications and the
importance of online reviews and experience sharing in tourism, this article argues that the
topic of sharing experience on SM platforms needs an update and deeper understanding from
two perspectives:
(1) Consumer perspective: What factors are motivating and influencing tourists to share
their tourism experience and post online reviews? How do these online
recommendations affect consumer behaviour?
(2) Provider perspective: What are the effects of these reviews/recommendations on
tourism operators managerial and marketing functions and processes? The aim of
this article is, therefore, to provide a comprehensive synthesis of recent academic
research, a state-of-the-art analysis in this field, with the ultimate aim to suggest a
range of business strategies and operational actions for industry practitioners/providers
of tourism services.

3. Methodology
To achieve the abovementioned aims, the present study reviewed related articles published
in academic journals between 2009 and 2016. The role and uses of SM in tourist behaviour
and in tourism businesses management and marketing have been widely discussed in
academic tourism research, as using SM constitutes one of the megatrends that has
considerably affected the tourism system (Leung et al., 2013). This study has exclusively
focused on journal articles; hence, other published sources such as conference papers,
books and research degree theses were not taken into account. The study has reviewed the
articles published in peer-reviewed journals during the past eight years (2009 to 2016), which
relate to the use and the effects of SM on tourism and tourism-related industries.
On July 2016, we used the search engine Google Scholar to identify and collect as many as
possible journal articles. We used the following terms/keywords in the search: social
media, online social networking, web2.0, eWOM, user-generated content (UGC),
 consumer-generated content (CGC), online reviews and online reputation. We used a Sharing
combination of keywords such as social media OR social networking OR social media tourism
marketing OR web2.0 OR user-generated content OR online reviews AND tourism
OR tourist OR travel OR hotel OR hospitality. This search produced a total of 226
experiences in
results. social media
A second database of scientific research ScienceDirect (www.sciencedirect.com/) was
used to find literature that might have been missed in the initial search. The second search
included the following words in the titles, keywords or abstracts: tourism OR travel OR
183
tourist OR hotels OR hospitality and social media OR social networking OR
web2.0 OR user-generated content OR online reviews. This search produced a total of
195 results.
The literature extracted from the two searches was imported into an initial list. From this
list, a series of publications were removed, namely, any duplicates, books or book chapters,
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conference papers, research degree theses, business reports and publications that did not
principally focus on the use of SM in tourism, travel and hospitality.
A total of 146 journal articles were identified and reviewed in this paper. This total data
set was then formatted on an Excel workbook/sheet, recording attributes such as author/s,
year of publication, paper title, journal, abstract and keywords. We had access to the full
texts on each journal website. Therefore, the research theme, methodology, research country/
region, key findings, conclusions and suggestions were identified based on the full text of
journal articles.
A similar methodology was adopted by previous studies that conducted a literature
review (Cantallops and Salvi, 2014; Law et al., 2014; Leung et al., 2013; Zeng and Gerritsen,
2014). It should be noted that:
the compiled Excel list is not by any means complete, as some papers might have been
omitted; and
only some of the journal articles, published in 2016, were reviewed for this study (until
end of June).

Why did this study opt for 2009 as the year to start the investigation into extant literature?
Academic publication of SM-related research on tourism has a very short history only. The
first two journal articles were published in 2007 and three more articles in 2008. The main
reason was that 2009 seems to be the year in which academic research into the influence of
SM on tourism (articles published in peer-reviewed journals) really took off. The study by
Law et al. (2014) was also conducted in this year. From 2010, the number of publications
increased rapidly because of special issues published by leading journals in the field. It is
believed that the aim of this study was better served by covering a period of eight years, thus
acquiring a more recent and comprehensive picture.

4. Descriptive analysis of the reviewed articles

4.1 Distribution of articles per journal
The majority of the articles were published in leading peer-reviewed journals in tourism,
travel and hospitality (Table I). It seems that this topic is no longer an emerging one, but an
increasingly attractive one. Two journals, which published the most articles, are Tourism
Management (22 papers) and International Journal of Hospitality Management (20 papers).
They are followed by Journal of Travel & Tourism Marketing, Cornell Hospitality Quarterly,
Information Technology & Tourism and International Journal of Contemporary Hospitality
Management, which published 14, 12, 11 and 9 papers, respectively.
 IJCHM Journal title No. of articles Distribution (in %)
29,1
Tourism Management 22 15.1
International Journal of Hospitality Management 20 13.7
Journal of Travel & Tourism Marketing 14 9.6
Cornell Hospitality Quarterly 12 8.2
184 Information Technology & Tourism 11 7.5
International Journal of Contemporary 9 6.1
Hospitality Management
Journal of Travel Research 8 5.5
Computers in Human Behavior 7 4.8
Journal of Hospitality Marketing & Management 6 4.1
Journal of Vacation Marketing 6 4.1
Business Horizons 3 2.0
Tourism Management Perspectives 3 2.0
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Current Issues in Tourism 2 1.4

Discourse, Context and Media 2 1.4
Electronic Commerce Research 2 1.4
e-Review of Tourism Research 2 1.4
Journal of Marketing 2 1.4
Table I. Tourism Review 2 1.4
Journal articles by Other 13 journals (published 1 article each) 13 8.9
journal title Total (31 journals) 146 100.0

During the investigated period, four journals published a special issue, namely, the Journal of
Hospitality Marketing and Management (Special Issue on The Impact of Consumer-Generated
Media and Social Networking in Hospitality, in 2010); Computers in Human Behavior
(Special Issue on Web 2.0 in Travel and Tourism: Empowering and Changing the Role of
Travelers, in 2011); Journal of Vacation Marketing (Special Issue on SM in Hospitality and
Tourism, in 2012); and Journal of Travel & Tourism Marketing (Special Issue on SM, in
2013).

4.2 Distribution of articles per year

Other supporting library resources include three journal articles (for definitions and terms),
six books/chapters and one business report.
The year 2013 saw the greatest number of papers published on this topic 30 papers all
in all with 24, 22 and 20 papers, respectively, published in 2015, 2012 and 2011. The high
volume of papers is attributable largely to the special issues that journals have published (see
above comment in Section 4.1) (Table II).

4.3 Frequency of keywords

The keywords collected were classified into similar terms (Table III). The most frequently
occurring keywords were SM/Web2.0/OSNs/social networking/online travel communities
which came as no surprise, as these terms related to the broad research topic. These words
were followed in second place by consumer/customer (including behaviour,
satisfaction, intentions, preferences and choice). The keyword occurring the third
most was online reviews (including consumer reviews), followed by marketing
(including tourism marketing, internet marketing, online marketing and SM
marketing). In the next three places were e-WOM (including recommendations),
user-generated content (UGC) (including consumer-generated media CGM) and
 management (including customer, responses, sales and performance Sharing
management). These results about the frequency of keywords suggest that the academic tourism
research mainly focused on topics related to SM and consumer behaviour, as well as on
online reviews, marketing and management of tourism businesses and destinations, and
experiences in
information creation and sharing, confirming findings from previous studies (Law et al., social media
2014; Leung et al., 2013)

4.4 Research regions/countries

185
The geographic areas (regions and/or countries) covered by the academic research were
classified into eight groups (Table III). The regions researched were mainly from North
America, Europe and Asia. The USA was the most researched country, identified in 52
studies (36 per cent of the total). It was followed by Europe, identified in 33 studies. The study
by Zeng and Gerritsen (2014) suggests a similar geographic distribution. The number of
studies having a global coverage (different countries in different continents or using a global
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data set) was 26, which is a significant volume. It is worth pointing out that, in the past two
years especially, researchers have started becoming interested in the use and impact of SM in
China and other Asian countries and emerging economies.
The content analysis of articles has identified three main research themes that could be
grouped into two main categories/perspectives, as suggested by previous studies (Cantallops
and Salvi, 2014; Law et al., 2014; Leung et al., 2013). More specifically, these categories are as
follows:
(1) Consumer perspective, with two subcategories:
the antecedents, which are factors motivating and influencing tourists to generate
online comments and to share their experiences; and
the influence of online reviews on consumer behaviour.
(2) Provider perspective the impact/effect of consumers online reviews of and
experience sharing on tourism businesses practices.

The synthesis of the reviewed papers is presented in the next section, followed by a range of
suggested managerial and marketing strategies.

5. Sharing tourism experiences in social media: a synthesis of academic

research
As has already been stated, SM can change the way in which tourists will approach, see and
experience their trips and holidays (Kim and Fesenmaier, 2015). eWOM communication is
receiving increasing attention from managers and marketers in the tourism industry mainly

Year No. of articles Distribution (in %)

2009 6 4.1
2010 14 9.6
2011 20 13.7
2012 22 15.1
2013 30 20.6
2014 18 12.3
2015 24 16.4 Table II.
2016 (to June 2016) 12 8.2 Journal articles by
Total 146 100.0 year
 IJCHM Keywords Frequency In total of studies (%)
29,1
1 Social media/Web2.0/OSNs/Social networking/
Online travel communities 93 63.7
2 Consumer/Customer (behaviour, satisfaction,
intentions, preferences, choice) 58 49.7
186 3 Online reviews/Consumer reviews 51 34.9
4 Marketing (Tourism, Internet, Online and SM) 44 30.1
5 eWOM/Recommendations 38 26.0
6 User-generated content (UGC) and Consumer-
generated media (CGM) 33 22.6
7 Management (Customer, Responses, Sales,
Performance) 30 20.5
8 Service (quality, failure, complaints, recovery) 16 11.0
9 Travel planning/Decision-making 15 10.3
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10 Tourist/Guest/Customer Experience 14 9.6

11 Brand (management, relationships, equity,
loyalty, trust, commitment) 14 9.6
12 Internet/Online tourism domain/Website 14 9.6
13 Information search (quality and dimensions) 13 8.9
14 Text mining/analysis/analytics and content
analysis 11 7.5
15 Reputation management 8 5.5
16 Knowledge sharing 6 4.1
17 Blogs 5 3.4
18 Other terms: Editor reviews, Online popularity,
Social interactions, Marketing positioning, Value
creation, Value co-creation (once each) 7 4.8
Total no. of studies 146 100.0

Research region/countrya No. of studies Distribution in %

1 USA 52 35.6
2 Europe (mainly Western) 33 22.6
3 Global 26 17.8
4 Australia 10 6.8
5 China 10 6.8
6 Other Asian countries (Taiwan 3, Hong Kong 2,
Korea 3, Turkey 2 and India 1) 11 7.5
7 Other American countries (Canada 4, Brazil 1
Table III. and Peru 1) 6 4.1
Frequency of 8 Africa (Ghana and South Africa) 2 1.4
keywords and Total no. of studies 146 100.0
research a
region/country Note: Few studies covered more than one region or country

because consumers are making considerable use of online forums and often do not make any
bookings before first seeking online advice on tourism destinations and businesses (Xiang
and Gretzel, 2010; Kim et al., 2011). Literature was reviewed based on a content analysis of
the examined articles from both the consumers perspectives and the tourism providers
perspectives. It became apparent from the analysis that the papers could be grouped into two
major categories, demand/consumer and supply/provider. Hence, the reviewed articles could
be classified into two general themes of research:
 (1) Demand/consumer perspective, including two sub-themes: Sharing
antecedents, that is, the factors motivating and influencing tourists to produce tourism
UGC and online reviews; and
experiences in
the influence of online reviews on consumer behaviour. social media
(2) Supply/provider perspective the impact of online reviews and experience sharing
on tourism business practices.
187
The main findings of the literature review are presented below. Then a synoptic image of the
main features/elements of the journal articles reviewed by the present study is provided. A
more detailed analysis of the published research is presented finally.

5.1 Main features of journal articles

The reviewed papers on SM were classified according to specific features/elements
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(Table IV), namely, research theme, type of SM investigated, research methodology and
provider of tourism services (industry or setting).
5.1.1 Research theme. The content analysis of the reviewed papers showed that both main
research themes attracted the interest of researchers the consumer perspective more than
the supply one, most probably because the consumers are the main actors in this field
(tourism is a demand-driven industry). More specifically, the influence of online reviews on
consumer behaviour was investigated to a greater extent than the antecedents. The research
focuses on how SM platforms have been used to inform tourists, to record the influence of
online reviews on tourist behaviour and experiences and to show the effects of these reviews
on the management and marketing functions of tourism providers.
5.1.2 Types of social media platforms investigated. The reviewed papers explored almost
all types of SM platforms. Many papers have studied SM/OSNs in general without specifying
any one. The most examined online platform is TripAdvisor, most probably for two reasons:
It is the website most used by consumers, and researchers can easily access the data set
(Cheng and Loi, 2014; Filieri et al., 2015a, 2015b). This review website/forum is followed by
Facebook (10.3 per cent), other travel-specific OSNs (9.5 per cent) and travel blogs (6.5 per
cent).
5.1.3 Research methodology. The empirical studies are much more numerous than the
conceptual ones (Table IV); eight of ten studies implemented an empirical research. The
methodologies applied include quantitative and qualitative methods. As for the first
category (quantitative), the main technique of data collection was an online survey of
consumers/tourists (through a Web-based questionnaire) that especially targeted SM users
or tourists. Data mining was another technique used. Qualitative methods included a case
study (for tourism providers and destinations) and in-depth interviews (for practitioners
perceptions and business practices). Structural equation modelling was mainly used to test
conceptual models based on survey data.
5.1.4 Provider of tourism services. The hotel industry was the provider/industry most
examined by academic research; four of ten studies examined the use and/or impact of SM on
all types of hotels. Other settings include the tourism experience in general (25 per cent of the
studies), tourism industry in general and destinations (11 and 10 per cent, respectively),
followed by the industries of restaurants and travel trade. Other providers such as airlines
and events were under-researched.

5.2 Consumer perspective: social media and tourist behaviour

This topic includes reviewed articles that examined two sub-themes (Table V):
 IJCHM Journal Distribution/
29,1 Articles main features articles frequency (in %)

1. Research theme
1.1 Consumer Perspective 75 51.4
1.1.1 Antecedents, i.e. the factors motivating and influencing
188 tourists to generate UGC 19 13.0
1.1.2 The influence of online reviews on consumers behaviour 56 38.4
1.2 Provider perspective 67 45.9
The impact of online reviews and experiences sharing on 67
tourism business practice
1.3 Review: Content analysis of published literature 4 2.7
Total 146 100
2. Types of social mediaa
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2.1 Social Media/OSNs in general 62 30.8

2.2 TripAdvisor 39 19.4
2.3 Facebook 21 10.3
2.4 Other travel-specific online review websites (e.g. MySpace,
Wiki Travel, HolidayCheck) 19 9.5
2.5 Travel blogs/Weblogs (e.g. Blogger, Lonely Planet Blogs,
Travelpod.com) 13 6.5
2.6 Twitter (micro-blog) 10 5.0
2.7 Picture and Video sharing (Flickr and YouTube) 9 4.5
2.8 Online brand communities and Embedded websites 9 4.5
2.9 Online Travel Agents (Expedia.com 4, Booking.com 4) 8 4.0
2.10 Other Online Travel Agents (e.g. Agoda.com, Hotels.com,
Priceline) once each 3 1.5
2.11 Ctrip.com (the largest travel website in China) 3 1.5
2.12 Smartphone and associated applications 3 1.5
2.13 Other SM (Dianping.com consumer advice websites in
China, Share, Zoover) once each 3 1.5
Total 201* 100.0
3. Research methodology
3.1 Empirical 115 78.8
3.2 Conceptual 17 11.6
3.3 Conceptual and empirical 14 9.6
Total 146 100.0
4. Provider of tourism services (industry or setting)
4.1 Hotel industry (hotels, accommodation, lodges) 60 41.1
4.2 Tourism experience/trip in general 36 24.7
4.3 Tourism industry in general 16 11.0
4.4 Destination (Destination, NTOs and DMOs) 15 10.3
4.5 Restaurants (and Dining) 7 4.7
4.6 Travel trade (Travel agencies, Online TA, Tour operators) 7 4.7
4.7 Airline 2 1.4
4.8 Events/Festivals 2 1.4
Table IV. 4.9 Campgrounds 1 0.7
Classification of Total 146 100.0
reviewed articles by a
main features Note: Many studies investigated more than one SM/OSN
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Sub-themes Journal Articles

Research theme: consumer perspective

1.1 Factors that motivate tourists to share/ Bilgihan et al. (2014, 2016), Bosangit et al. (2012), Bronner and de Hoog (2011), Casal et al. (2010), Huang
and that influence them to generate online et al. (2010), Kang and Schuett (2013), Kim and Fesenmaier (2015), Kim and Tussyadiah (2013), Munar
reviews and evaluations (19 articles) and Jacobsen (2014), Ring et al. (2014), Sparks and Browning (2010), Tian (2013), Tussyadiah and
Fesenmaier (2009), Wang and Morais (2014), Wang et al. (2012), Wilson et al. (2012), Yoo and Gretzel
(2011)
1.2 The influence of online reviews on Aluri et al. (2016), Ayeh (2015), Ayeh et al. (2013), Boley et al. (2013), Browning et al. (2013), Burgess et al.
consumers behaviour (56 articles) (2011), Casal et al. (2011), Casal et al. (2015), Chaves et al. (2012), Chieh Lu and Gursoy (2015), Filieri
et al. (2015a, 2015b), Fjelstul et al. (2012), Fotis et al. (2011), Hanna et al. (2011), Hudson et al. (2015),
Hudson and Thal (2013), Huertas and Marine-Roig (2016), Hvass and Munar (2012), Jacobsen and Munar
(2012), Jeong and Jang (2011), Jun et al. (2010), Kaplan and Haenlein (2010), Kim et al. (2011), Ladhari and
Michaud (2015), Lee et al. (2011), Leung and Bai (2013), Liu and Park (2015), Lu and Stepchenkova (2012),
Mauri and Minazzi (2013), Melin-Gonzlez et al. (2013), Milwood et al. (2013), Nusair et al. (2013),
OConnor et al. (2016), Osei and Abenyin (2016), Oz (2015), Papathanassis and Knolle (2011), Parra-Lpez
et al. (2011), Schuckert et al. (2015), Simms (2012), Sotiriadis and Van Zyl (2013), Sparks and Browning
(2011), Sparks et al. (2013), Tham (2013), Tsao et al. (2015), Verma et al. (2012), Vermeulen and Seegers
(2009), Volo (2010), Vrana and Zafiropoulos (2010), Xiang and Gretzel (2010), Xie et al. (2011), Ye et al.
(2009, 2011), Zhang et al. (2010), Zhao et al. (2015)
Research theme: provider perspective
2.1 For marketing functions: strategic Akehurst (2009), Aluri et al. (2015), Capriello et al. (2013), Chan and Guillet (2011), Crofton and Parker
marketing, communications promotion, (2012), Dijkmans et al. (2015), Duverger (2013), Dwivedi et al. (2011), Ghose et al. (2012), Hsu (2012),
distribution, positioning and marketing Huang (2012), Inversini and Eynardt (2011), Kim et al. (2015), Kim and Hardin (2010), Kozinets et al.
management (including data-mining) (34 (2010), Kwok and Yu (2013), Lee et al. (2013), Levy et al. (2013), Liu et al. (2011), Nieto et al. (2014), t
articles) and Onur Ta (2012), Park and Allen (2013), Rodrguez Daz et al. (2015), Sparks et al. (2016), Stankov
et al. (2010), Stepchenkova and Zhan (2013), Syed-Ahmad and Murphy (2010), Taylor et al. (2015), Toh
et al. (2011), Trusov et al. (2009), Viglia et al. (2014), Xiang et al. (2015), Xie and Zhang (2014), Zhou et al.
(2014)
2.2 For management functions: Amersdorffer et al. (2012), Barreda et al.(2013), Blal and Sturman (2014), Bradley et al. (2015), Callarisa
sales/performance (customer/service, et al. (2012), Calefato et al. (2015), Cheng and Loi (2014), Dickinger and Lalicic (2016), Garca-Pablos et al.
brand/ reputation/ crisis and knowledge (2016), Gossling et al. (2016), Hede and Kellett (2012), Horster and Gottschalk (2012), Inversini and
(33 articles) Masiero (2014), Johnson et al. (2012), Kang et al. (2014), Krawczyk and Xiang (2016), Munar (2012),
OConnor (2010), Phillips et al. (2015), Schroeder et al. (2013), Senders et al. (2013), Sigala (2011a, 2011b),
2012), Sigala and Chalkiti (2014), Su et al. (2015), Tatar and Eren-Erdomu (2016), Torres et al. (2014,
2015), Wei et al. (2013), Yacouel and Fleischer (2012), Zhang and Vsquez (2014), Zheng et al. (2009)

theme
189

articles by research
Classification of
Table V.
social media
experiences in
tourism
Sharing
 IJCHM (1) the factors that motivate tourists to share their experiences online and the factors that
29,1 influence them to generate online reviews and evaluations (19 papers); and
(2) the influence of online reviews on consumer behaviour (56 papers).

All these studies contribute to improving our understanding of the behavioural

consequences of online reviews (Cantallops and Salvi, 2014). The main issues are the impact
190 of online reviews, experience sharing and evaluations on consumer behaviour. Researchers
argued that the consumer-centric studies focused on the use and impact of SM in all phases
of the tourists trip; the information gathered would be used across all stages of the tourism
experience, that is, before the trip (choice process), during the trip and after the experience
(post-trip) (Leung et al., 2013; Oz, 2015). Tourists not only read and use information from the
internet during their choice (decision-making) process but also share information on the
internet during and after their trip. Internet users create the content of SM (Sigala, 2012).
Therefore, our focus is on the implications of online reviews for and the influence of
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experience sharing on tourist behaviour.

5.2.1 Antecedents: the main motivators of tourists for involvement in social media and the
factors that influence them to generate online reviews and evaluations. The motives of
tourists to share their experiences in and knowledge of SM have been examined by 19
studies. The majority of tourists consider helping other tourists or enabling them to make an
informed decision as an important reason for sharing their experiences (Yoo and Gretzel,
2009 and 2011; Bronner and De Hoog, 2011). Wilson et al. (2012) suggest that consumers
share their experiences of products and services to help others make informed purchasing
decisions. Additionally, tourists tend to share knowledge online because they want to
prevent other people from selecting incorrect or poor products and services (Munar and
Jacobsen, 2014). The main motivating factors, as suggested by these studies, include service
quality and customer satisfaction/dissatisfaction (Bronner and De Hoog, 2011), pre-purchase
service expectations (Schuckert et al., 2015), sense of community belonging (Lee et al., 2011),
social identity/social support (Kang and Schuett, 2013; Kim and Tussyadiah, 2013) and
personality traits (Yoo and Gretzel, 2011). The study by Bilgihan et al. (2016) showed that the
main reasons for or intentions of sharing knowledge are belief in integrity and perceived ease
of use.
5.2.2 The influence of online reviews on consumer behaviour. This sub-theme of research
is more numerous and includes 56 articles. Kim et al. (2011) found three main motivating
factors for tourists to seek eWOM, namely, convenience and quality, risk reduction and
social reassurance. These elements are essential to a consumers decisions (Hudson and Thal,
2013). Tourists use online reviews in all stages of their trip (pre-trip [planning], during-trip
[considering alternatives] and post-trip [post-consumption behaviour]) (Leung et al., 2013;
Oz, 2015).
Various studies examined the factors influencing tourist behaviour, for instance, Aluri
et al. (2016), Ayeh (2015), Ayeh et al. (2013), Boley et al. (2013), Parra-Lpez et al. (2011),
Sotiriadis and Van Zyl (2013), Wilson et al. (2012), Xiang and Gretzel (2010) and Ye et al.
(2011). Tourists are influenced by the following factors to use information from online
reviews in their travel planning and decision-making process:
Perceptions of trust: Trust in the source providing the advice, perceived usefulness of
this information and consumer susceptibility to interpersonal influence were explored
by Casal et al. (2011), Ladhari and Michaud (2015), Sparks and Browning (2011) and
Sparks et al. (2013).
Source credibility and attitude: Consumers consider the credibility perceptions as a
determining factor in influencing their attitudes and intentions toward the use of
 online reviews and evaluations (Ayeh et al., 2013; Casal et al., 2015; Lee et al., 2011; Sharing
Sotiriadis and Van Zyl, 2013). tourism
Evaluation of reviews: Dimensions such as review valence (positive/negative reviews), experiences in
review quantity and the interaction effects between these two components were social media
examined by Vermeulen and Seegers (2009), Viglia et al. (2014) and Tsao et al. (2015).
Nationality: Consumers from different countries display different online posting
behaviours (Wilson et al., 2012). The same issue was examined from the point of view 191
of service expectations by Schuckert et al. (2015).
Information quality dimensions: According to Filieri et al. (2015a, 2015b), product
ranking, information accuracy, information value added, information relevance and
information timeliness are strong predictors of tourists adoption of information from
online reviews.
Gender and expertise: These two factors influence consumers motivations to read
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online reviews. The study by Kim et al. (2011) found distinct differences between the
sexes and levels of expertise regarding their motivating factors.
Culture: It does not seem to have any influence on tourists engagement patterns in
their online hotel reviews (Tian, 2013).
Perceived benefits of using SM: A study by Parra-Lpez et al. (2011) found that the
intentions to use SM are directly influenced by the expected functional, psychological,
hedonic and social benefits.

Other related issues include the following:

Consumer WOM behaviour patterns: Ring et al. (2014) suggest that distinct segments
of WOM (sharing holiday experiences) behaviour exist. Segments differ with regard to
content shared (visual/verbal) and channel used (offline/online).
Information sources: Jacobsen and Munars (2012) findings indicated a complementary
nature of Web 1.0 and Web 2.0 information sources.
The role and uses of smartphones: The study by Wang et al. (2012) highlights the
potential of smartphones to influence the tourism experience significantly.

It reveals that smartphones can change tourist behaviour and emotional states by providing
in a wide variety of information needs. In particular, the instant information support of
smartphones enables tourists to solve problems more effectively, share experiences and
store memories.
As argued by scholars, the changes in consumer behaviour have an impact on the
approaches and strategies that tourism businesses have to adopt and implement in
managing and marketing their services in the digital environment (Law et al., 2014; Leung
et al., 2013; Sigala, 2012; Sigala et al., 2012). This issue is considered in the following
subsection.

5.3 Provider perspective: effects of online reviews and experience sharing on tourism
businesses and destinations
The second broad category of research includes the papers that examined the influence of
sharing experience and online reviews on managerial and marketing practices and processes
of tourism businesses. There are 67 articles in this category, which are almost equally
distributed into two themes/fields (marketing and management). A selection of studies,
which highlight the main issues explored, are synoptically presented below.
 IJCHM 5.3.1 Marketing functions and practices. This sub-theme includes 34 articles related to the
29,1 impact and/or use of SM and online reviews by tourism businesses for strategic marketing,
communication with customers, promotion of services, distribution, market positioning and
marketing management. Tourism businesses are developing specific marketing strategies to
seize opportunities and to deal with the issues and challenges faced in the digital context.
Strategic marketing: reviewed articles suggest:
192 the strategic integration of SM into a companys marketing communications strategy
(Inversini and Masiero, 2014);
SM marketing (a study by Dijkmans et al., 2015, which indicates that the promotional
mix must be suitable by using SM content posted wisely); and
a strategic approach to the utilisation of SM and strategies of multi-channel
communications, suggested by Chan and Guillet (2011) and Sotiriadis and Van Zyl
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(2013).

The latter study suggested that SM platforms are an effective marketing tool that can be
wisely used in the integrated marketing communications of tourism services:
Communications: The study by Wei et al. (2013) examined potential customers
perceptions of online reviews and hotels management responses to these reviews. The
effectiveness of specific management responses to negative online reviews was rated
higher than that of generic responses to such reviews.
Market positioning: The study by Rodrguez Daz et al. (2015) suggested a market
positioning analysis model based on online consumer reviews with the purpose of
analysing the competitive position of hotel companies and determining the most
suitable/useful strategy.
Marketing management: The tremendous growth in the use of SM and consumer
reviews on the internet has inspired the development of the so-called big data analytics
to understand and solve business problems (Xiang et al., 2015). Capriello et al. (2013)
demonstrated three alternative approaches (manual content coding, corpus-based
semantic analysis and stance-shift analysis) to mining consumer sentiment from large
amounts of qualitative data found in online travel reviews. The study by Xiang et al.
(2015) revealed that big data analytics can generate new insights into customer
satisfaction variables.

5.3.2 Management functions and practices. This sub-category includes 33 studies that have
explored the use and/or impact of SM and online reviews on management functions, such as
sales/performance management, customer/service management, reputational management,
crisis and knowledge and knowledge management.
First, various studies, which analysed the influence of customer online reviews on sales
and business performance, were considered. In this regard, another two aspects should be
noted:
(1) empirical studies on the effects on performance were carried out only in the context of
the hotel industry; and
(2) the most used measures/indicators are revenue per available room (RevPAR), which
is the leading hotel performance metric; and the average income generated per
occupied room or the average daily revenue (Blal and Sturman, 2014; Kim et al.,
2015; Phillips et al., 2015; and Xie and Zhang, 2014).
 These two performance metrics are the most popular and are most recognised and used in the Sharing
hospitality industry. The quantification and examination of the effects of online reviews on tourism
business performance constitute some of the most interesting developments/advances in the
field of empirical investigation into the impact of SM.
experiences in
As for the way in which the online reviews and experience-sharing activities affect social media
tourism business and destinations, our understanding and perception is not fully clear and
well documented, as mixed results have been found in empirical studies in a hotel context.
Results indicated a significant relationship between online consumer reviews and business
193
performance and that tourist reviews have had a significant impact on online sales. For
instance, Vermeulen and Seegers (2009) suggest that customers exposure to online reviews
increases their awareness of specific hotels and amplifies their consideration of any of them.
Likewise, Ye et al. (2009) contend that positive contents of online reviews will increase the
number of hotel rooms booked, thereby improving hotel performance. More specifically,
ratings of purchase value, location and cleanliness are three important attribute ratings that
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can influence hotel performance (t and Onur Tas, 2012; Zhang et al., 2013). These
findings are confirmed by the study of Xie and Zhang (2014) that suggests that a large
volume of reviews could enhance the positive influence of quality ratings (i.e. overall rating,
location rating and cleanliness rating) and the negative influence of value rating on hotel
performance. The findings of this study also show the moderating effects of variation,
volume and management responses on overall hotel ratings and attribute ratings. It is
suggested that management responses have a positive impact on the relationship between
location rating and hotel sales, whereas management responses have a negative impact on
the relationship between cleanliness rating and hotel sales.
However, the study by Zhao et al. (2015) suggests that a significantly negative
relationship exists between negative online reviews and online booking intentions, whereas
impacts from positive online reviews on booking intentions are not statistically significant.
Furthermore, Blal and Sturman (2014) demonstrate the differential effects of the quality and
quantity of online reviews on hotel performance. The two main aspects of reviews volume
(number of reviews on a hotel) and valence (ratings in those reviews) have different effects
on hotels in various chain scale segments. Ratings (valence of reviews) have a great effect on
upper-tier hotels (on the RevPAR of luxury hotels), whereas the volume of reviews drives the
results of lower-tier hotels. That is the reason that hotel managers should focus on actions to
resolve guest concerns, which will eventually increase the review scores of their hotel
without necessarily aiming for a high number of reviews.
The study by Kim et al. (2015) confirms the positive relationship between online reviews
and hotel performance. More specifically, the overall ratings are the most salient predictor of
hotel performance, followed by responses to negative comments. In other words, the better
the overall ratings and the higher the response rate to negative comments, the higher the
hotel performance. Therefore, evidence from the reviewed studies suggests that the crucial
point is management responses to negative online reviews and the handling of e-complaints
(Cheng and Loi, 2014). This opinion is also shared by Phillips et al. (2015) who suggest that
management responses have a positive impact on the relationship between location rating
and hotel sales, whereas management responses have a negative impact on the relationship
between cleanliness rating and hotel sales.
Finally, it is important to note that this issue has not been investigated in any other
industry or at destination level.
Another management function is the customer/service management, including the
functions of customer feedback, customer interactions and service recovery. Customer
feedback is defined as the transmission of negative information (complaints) or positive
 IJCHM information (compliments) to providers about the services used (Saha and Theingi, 2009,
29,1 p. 354). Torres et al. (2014 and 2015) suggest that online consumer-generated feedback is very
useful for managerial purposes. Customer feedback might be used in the following
managerial functions:
customer experience/service quality, indicated by Mauri and Minazzi (2013) and Zhou
et al. (2014);
194
innovation management new services or procedures, suggested by Sigala (2012); and
service improvement, indicated by Torres et al. (2014).

Bradley et al. (2015) demonstrate how negative online reviews can have adverse and diverse
effects on restaurant industry employees and businesses; they suggest four types of
countermeasures (i.e. preventative, protective, positive and palliative). The issue of customer
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interactions and related aspects was explored by Callarisa et al. (2012), among others. The
study by Melin-Gonzlez et al. (2013) found a relationship between valence and volume of
online reviews and suggested that hoteliers should try to increase the number of reviews they
received to balance the positive and negative representations of their operation, in addition to
investigating and correcting the causes of negative comments. The study by Zhang and
Vsquez (2014) provided insights into some of the ways in which businesses are managing
consumer dissatisfaction online.
Brand management: Su et al. (2015) explored the utility of SM in developing intimate
brand consumer relationships, suggesting that suitable strategies must be implemented
for this purpose. As for relationship building/brand consumer relationships, the study by
Calefato et al. (2015) emphasised the importance of combining SM and traditional websites
for effectively building a trustworthy online company image. Kim et al. (2015) highlighted
customer loyalty generated by online reviews in SM.
Reputation management: Scholars contend that corporate reputation is a valuable
intangible asset for companies, determining business success (Gssling et al., 2016); yet, it is
increasingly difficult to manage it in an era with hard-to-control online conversations
(Dijkmans et al., 2015). Dijkmans et al. (2015) suggest that consumers online company
engagement is positively related to corporate reputation. Results show that consumers
intensity of SM use is positively related to their engagement in the companys SM activities,
especially among customers. Engagement in SM activities, in turn, is positively related to
corporate reputation, especially among non-customers.
Sparks et al. (2016) examined the perceptions and evaluations of prospective
customers of an online negative review and any accompanying hotel response, which
could contribute to better understanding of effective online reputation management. The
provision of a response (versus no response) enhanced inferences of trust and concern.
Gssling et al. (2016) examined the issue of online review manipulation strategies (i.e.
managers of tourism businesses may be tempted to manipulate online content). Results
confirm that a wide range of review manipulation strategies exist, many of which are
difficult to control.
Finally, scholars suggest that SM can be used by tourism businesses to support
knowledge management activities (Sigala, 2011a; Sigala and Chalkiti, 2014) such as crisis
management (Schroeder et al., 2013; Sigala, 2011b).
Table VI contains 12 studies that could be, in our humble opinion, the most significant
contributions to providing a better image. The selection was made based on four
criteria:
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Author/s, Publication year/ Research theme and aim/Type Conclusions/

Title of study of SM/Tourism provider Main findings Contribution Suggested strategies

1. Aluri et al. (2015)/The Provider perspective/Empirical Embedded SM channels The role that embedded Hotel managers should include video-sharing
effectiveness of embedded study on the hotel website: SM channels (on hotel websites, UGC and blogs that can fulfil the
social media on hotel Aim: to examine the enhanced tourists social brand websites) can social needs of tourist browsing the website
websites and the effectiveness of embedded SM gratifications of play. This study Engage and co-create the organisations
importance of social channels and determine perceived social revealed that the brand in SM from a tourists perspective to
interactions and return on whether the embedded SM interaction emergence of embedded improve effectiveness and facilitate social
engagement channels enhance the overall did not enhance the SM channels and their interactions
experience of tourists using the overall experience integration on hotel Use social gratifications to enhance tourists
hotel websites (content and process websites: participation and engagement on hotel
Type of SM: Embedded SM gratifications) of tourists have significant websites
channels/Hotel Websites using the website influence on tourists Managers should measure return on
Provider: Hotel do not influence tourist who seek social engagement (ROE) to examine the
satisfaction or purchase gratifications effectiveness of embedded SM, instead of
intentions, and may not enhance travellers return on investment (ROI), that could be
have influence on ROI in perceived social used in the long term
the short-term interaction
(continued)

strategies
studies (in
195

conclusions, suggested
aim, main findings,
Sharing

alphabetical order):
Table VI.
social media

Major contributions /
experiences in
tourism
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29,1

196
IJCHM

Table VI.
Author/s, Publication year/ Research theme and aim/Type Conclusions/
Title of study of SM/Tourism provider Main findings Contribution Suggested strategies

2. Bilgihan et al. Consumer perspective/Factors Results show that Main contribution: Create a virtual environment that builds a
(2016)/Consumer influencing both perceived ease of Understand that virtual community by engaging tourists to
perception of knowledge- consumers/conceptual and use (PEOU) and belief in information sharing share their knowledge and insights
sharing in travel-related empirical study integrity positively behaviours of users are Use travel-related OSN websites as a
Online Social Networks Aim: to develop a theoretical influence knowledge important and powerful communication tool with customers
model that tests the precursors sharing behaviours assets to a business Facilitate the ease of use for information
of intention to share Subjective norms and Comprehend the role of sharing, by adding OSN icons to the
knowledge behaviours in the utilitarian norms beliefs belief on integrity and organisations website
context of OSNs. Travel- positively influence switching costs on the Post insightful information to increase the
related OSN context. Online users belief in integrity intention to share users utilitarian beliefs
travel shopping experience Perceived ease of use knowledge in travel- Persuade consumers to share knowledge
SM: OSNs in general (PEOU) positively related OSN websites about their experiences with particular travel
Setting: Tourism experience in influences utilitarian Emphasise the providers
general beliefs, subjective importance of Motivate individuals to perceive that the
Country: USA norms, belief in integrity utilitarian features, tourism-related OSN website is useful and
and intention to share PEOU and belief in easy to operate by making interactions easier
knowledge integrity as precursors for consumers
When customers trust of information sharing
the organisation, they behaviours online
are likely to share the
organisations content
(continued)
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Author/s, Publication year/ Research theme and aim/Type Conclusions/

Title of study of SM/Tourism provider Main findings Contribution Suggested strategies

3. Blal and Sturman Provider perspective/Effects The two main aspects of This study confirmed Strategies to improve sales performance to be
(2014)/The differential on sales reviews volume that contextual factors implemented by hotel managers:
effects of the quality and management/Empirical study (number of reviews such as product type Focus on act
quantity of online reviews Aim: To investigate the about a hotel) and (hotel segments) should ions addressing guest concerns and
on hotel room sales influence of online reviews/ valence (ratings in those be taken into account eventually increase the review scores for
eWOM valence and volume on reviews) have different when examining the hotels without necessarily aiming for a high
sales performance in the hotel effects on hotels in question of the effects number of reviews
industry various chain scale of eWOM on sales Luxury segment: focus on guest satisfaction
SM: TripAdvisor segments performance rather than the number of online reviews
Industry: Hotel Ratings (valence of The hotel industry Economy and midscale segments: can boost
Country: England reviews) have a greater involves specific the positive effect of a good score with a
effect on upper-tier contextual settings for higher number of online reviews
hotels (on luxury hotels studying eWOM
RevPAR), while volume
of reviews drives the
lower-tier hotels results
(continued)
197

Table VI.
social media
experiences in
tourism
Sharing
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29,1

198
IJCHM

Table VI.
Author/s, Publication year/ Research theme and aim/Type Conclusions/
Title of study of SM/Tourism provider Main findings Contribution Suggested strategies

4. Cheng and Loi Provider perspective/Empirical The adoption of the Explains how Hoteliers:
(2014)/Handling negative study central route of responses to negative need a new and novel strategy to deal with
online customer reviews: Aim: to examine the effects of persuasion in response online customer negative online reviews that can be viewed
the effects of elaboration two important factors that to negative online reviews affect as a form of complaint by dissatisfied
likelihood model and could enable marketers to customer reviews had a customers ITP through customers
distributive justice formulate their responses in a significant positive a moderating effect on have to proactively post their responses to
manner that will positively effect on customers ITP the link between hotel negative online reviews with strong and
influence customers who have (Intention to Purchase) trust and ITP quality arguments (central route of ELM) to
read negative reviews Posting a response that It highlights the increase the trust of prospective customers in
SM: TripAdvisor adopted a central importance of the use of their hotel and raise the customers intention
Provider: Hotels Elaboration likelihood the central route of to make a booking
Region: China model (ELM) route to persuasion, in the The inclusion of the outcome in the central
persuasion was found to online environment, as route of persuasion must be considered
be most effective for it means that customers carefully because it might cause adverse
handling negative will remember the effects by reducing the customers trust
reviews message longer and it
will be more difficult to
change
(continued)
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Author/s, Publication year/ Research theme and aim/Type Conclusions/

Title of study of SM/Tourism provider Main findings Contribution Suggested strategies

5. Filieri et al. (2015a, Consumer Three Understand the drivers Managers of CGM should (to keep high levels
2015b)/Why do travelers perspective/Influence on factors information and consequences of of trust):
trust TripAdvisor? Consumer quality, website quality, trust to their CGM put a stronger focus on quality of the
Antecedents of trust behaviour/Conceptual and customer satisfaction website. Consumer information provided by their users
towards consumer- Empirical study -influence consumer trust towards CGM foster the development of sophisticated
generated media and its Aim: to test a model of trust towards CGM. The relies on three main software or algorithms that can help them to
influence on antecedents and consequences other two factors antecedents: quality of promptly detect promotional or fake reviews
recommendation adoption of trust for consumer- source credibility and the information to ask reviewers to post any other evidence
and word-of-mouth generated media (CGM) user experience dont contained in online of their purchase to communicate reliability
SM: TripAdvisor influence reviews; quality of the the most active members of a CGM
Provider: Tourism experience Trust is expected to website that hosts the community (e.g. Destination experts in
in general predict recommendation recommendations; the TripAdvisor) could be engaged to constantly
Region: Global, but mostly adoption and WOM level of customer monitor the quality of the entries
from UK, Ireland Trust towards a CGM satisfaction with Trust is a critical performance indicator for
website influences previous experiences CGM and must be constantly monitored
tourists intentions to Trust affects two types
follow other users of consumer behaviour:
recommendations and recommendation
fosters positive WOM. adoption and WOM.
Information quality was Trust predicts
found to be the most information adoption in
important antecedent of CGM websites and
trust towards CGM WOM
(continued)
199

Table VI.
social media
experiences in
tourism
Sharing
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29,1

200
IJCHM

Table VI.
Author/s, Publication year/ Research theme and aim/Type Conclusions/
Title of study of SM/Tourism provider Main findings Contribution Suggested strategies

6. Gssling et al. Provider perspective/Empirical Results confirm that The significance of Businesses are increasingly caught up in a
(2016)/The managers study eWOM have huge online reviews and Prisoners dilemma (that is, a situation in
dilemma: a Aim: To discuss business importance for ratings for business which different parties have two options
conceptualisation of online perspectives on the importance businesses success whose outcome depends on the simultaneous
review manipulation of online reputation, and the there are many Managers perceptions choice made by the other), where engaging in
strategies identification of strategies used strategies to influence of ratings and reviews manipulation is the most rational choice, in
to control or manipulate online reputation and their objectivity, as an increasingly competitive market situation
opinion with the objective to there exists a wide well as the importance Review manipulation: a rational choice would
maintain or improve online range of review of reviews for business be to engage in forms of manipulation that
opinion, ratings, and rankings manipulation strategies, success are difficult to detect or prove, such as to
SM: Facebook and many of which are Strategies to encourage satisfied guests to write reviews
TripAdvisor, Booking.com difficult to control. Even manipulate reviews More cooperative forms should be adopted to
Industry: Hotels though only few Concerns over online reduce the risk of manipulation among
Country: Sweden managers appear to reputation have become businesses
systematically a major force for
manipulate product improvement
Rating systems and focus on hospitality
encourage critical and service
cultures empowering management
customers
(continued)
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Author/s, Publication year/ Research theme and aim/Type Conclusions/

Title of study of SM/Tourism provider Main findings Contribution Suggested strategies

7. Inversini and Masiero Provider perspective/ Findings highlight the Understand the major Use innovative forms of booking technology,
(2014)/Selling rooms online: Marketing-Distribution constant tension role played by OTAs together with effective marketing, to
the use of social media and Aim: to explore the reason why between visibility and and SM in the hotel facilitate the link between OTAs and SM
online travel agents hoteliers choose to be present online sales in the Web industry while Create new distribution strategies for
in online travel agents (OTAs) arena, as well as a clear underlining the interplay between OTAs and SM (visibility
and SM websites for sales distinction in SM and possibility of a major and revenue)
purposes; and to investigate OTA website adoption interplay between the Implement hotel-owned software to sell and
the technological and human between hotels using two manage online distribution
factors related to these two online management To maintain an Human resources: Develop human resources
practices tools and using effective presence on with competencies needed to operate in
SM: TripAdvisor and OTA: personnel with specific SM and OTAs to move OTAs and SM
Booking.com skills towards the creation of Personnel dedicated to online sales
Industry: Hotels Hoteliers perceived a a new form of social management to be effectively active, both in
Region: Switzerland direct relationship booking technologies to SM and in OTAs
between OTAs and SM, increase their visibility
where the latter has a and sales
stronger effect on the The combined SM and
importance of OTAs OTA effects on online
than OTAs have on the sales specifically
importance of SM focusing on: online
sales channels
management, human
resources involvement
and hotel features
(continued)
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experiences in
tourism
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Table VI.
Author/s, Publication year/ Research theme and aim/Type Conclusions/
Title of study of SM/Tourism provider Main findings Contribution Suggested strategies

8. Kim and Fesenmaier Consumer perspective/ Findings confirm that Assessment of the Destination managers and other tourism-
(2015)/Sharing tourism Conceptual and Empirical tourists emotions and dynamic role that SM related businesses should design SM
experiences: The post-trip study/Aim: To examine the perceptions toward an can play in tourism communications to encourage tourists to
experience extent to which the sharing of actual experience can be experiences share the nature of their experiences both
experiences through SM perceived differently Empirically shows that during and after their visits to the destination
influences tourists post-trip depending on the extent SM offer an effective
emotions and perceptions to which experiences are tool with which tourists
SM: Facebook and Trip shared with others can build post-trip
Advisor. Context: travel experiences
experience in general. Country: Sharing experiences
USA plays an important role
in social connectedness
and contributes to
fundamental wellness.
(continued)
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Author/s, Publication year/ Research theme and aim/Type Conclusions/

Title of study of SM/Tourism provider Main findings Contribution Suggested strategies

9. Kim et al. (2015)/ Provider perspective/Empirical The findings, supported Understanding of the A provider should take full advantage of
The effectiveness of study by actual performance specific impact of online recovery encounters as a two-way
managing social media on Aim: to explore the effect of data and composite online reviews by hotel communication tool to convert the
hotel performance online reviews and other online reviews, executives and dissatisfied to a loyal customer through
information related to online confirmed the positive managers online responses
reviews on hotel performance relationship between The relationship Use SM as a way of interacting with
SM: An international hotel online reviews and firm between the response to customers. Prepare operational manuals on
chain provided the hotel performance negative reviews and how to respond to customers negative online
performance data and the The results indicate hotel performance reviews; develop an online review response
online review data (from a that: The impact of online plan
leading SM consulting firm for Response to negative reviews on actual firm- Hotels should allocate financial resources and
the hospitality industry). This online review is an level hotel performance designate staff members to regularly respond
study used composite online important driver of hotel data such as ADR and to customers negative online comments on
information fully representing performance RevPAR SM networks
major online intermediaries Overall ratings are the Offering hotel To fully use both traditional media and new
Industry: Hotel most salient predictor of companies the benefits SM for marketing. Attempt to maximise their
Country: USA hotel performance, of better understanding communications through interactive media to
followed by response to existing online reviews reach their customers
negative comments and ways to respond to Use SM as an online distribution tool as well
The better the overall online reviews to as a service recovery tool and a way to help
ratings and the higher enhance customer develop relationships with customers and
the response rate to experiences build brand loyalty within communities pay
negative comments, the Online reviews in SM, attention to negative online reviews; analyse
higher the hotel specifically overall the drivers of negative reviews in order and
performance rating and response to to identify areas for improvement follow up
negative comments, the stream of online reviews to maintain a
should be managed as a good reputation
critical part of hotel
marketing
(continued)
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Table VI.
Author/s, Publication year/ Research theme and aim/Type Conclusions/
Title of study of SM/Tourism provider Main findings Contribution Suggested strategies

10. Phillips et al. Provider The empirical findings To understand the The emergence of online reputation presents
(2015)/The interactive perspective/Conceptual and reveal four hidden nodes impact of online numerous opportunities and threats to the
effects of online reviews on Empirical study that have a significant presence on hotels manager, and needs to be managed
the determinants of Swiss Aim: To develop and validate impact on RevPAR reputation effectively
hotel performance: a neural a new approach to examining Three of these have A robust model of Strategies:
network analysis the determinants of hotel negative impacts: room determinants of Swiss Hotels should place some emphasis on Hotel
performance/To investigate quality, positive hotel performance, a Regional Reputation
the relationships among user regional review, hotel model that attempts to Online reviews are highly important sources
online reviews, hotel regional reputation quantify and assess the of information and can crucially shape the
characteristics, and RevPAR) Regional room star impact of online reputation of tourism business
SM: Global TrustYou rating has a positive reviews on RevPAR Dealing with increasing numbers of online
(evaluation platforms, such as impact Validate a new rating sites, managers should apply semantic
TripAdvisor, HolidayCheck Findings also imply that approach to determine Web searching techniques
and booking.com). there may be boundaries the relationship An online reputation management system
Industry: Hotel to reputational benefits between consumer should be used to actively monitor and
Country: Switzerland for Swiss hotels online reviews and provide timely feedback to customers
hotel performance, by
combining actual hotel
performance data with
hotel profile and UGC
data
(continued)
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Author/s, Publication year/ Research theme and aim/Type Conclusions/

Title of study of SM/Tourism provider Main findings Contribution Suggested strategies

11. Xie and Zhang Provider perspective/Empirical Ratings of purchase A rigorous Strategies:
(2014)/The business value study value, location and quantification of the Make online consumer reviews a viable
of online consumer reviews Aim: To identify the business cleanliness are three economic value of marketing channel
and management response value of consumer reviews and important attribute online reviews on hotel Hotel managers should listen-in on the
to hotel performance management responses to ratings that can performance in the SM online conversation
hotel performance influence hotel context where Managers should identify important review
SM: TripAdvisor. Panel data performance. They also consumer reviews and components that should be deliberately
analysis of online consumer show the moderating management responses manipulated (response to review ratings on
reviews and management effects of variation, coexist certain quality aspects)
responses of 843 hotels on volume, and Establish a relationship Address consumer reviews directly to SM
TripAdvisor management responses between eWOM platforms
Industry: Hotel on hotel overall rating information and offline Management responses should be used
Country: USA and attribute ratings. hotel performance strategically to complement review ratings
Management responses Suggests how and ultimately drive hotel performance
have a positive impact management responses
on the relationship can be used to
between location rating synergise consumer
and hotel sales, while reviews towards an
management responses increase in hotel
have a negative impact performance, to
on the relationship leverage hotel business
between cleanliness
rating and hotel sales
(continued)
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Table VI.
Author/s, Publication year/ Research theme and aim/Type Conclusions/
Title of study of SM/Tourism provider Main findings Contribution Suggested strategies

12. Zhao et al. (2015)/The Consumer The study identified the Theoretical: its Hotels could enhance consumer review
influence of online reviews perspective/Influence on individual impacts of comprehensiveness in management by applying the six underlying
to online hotel booking Consumer behaviour/Empirical features of online examining features of factors of online review to find out the ways
intentions study reviews content and one review content as well of increasing consumers booking intentions
Aim: to investigate the impacts source attribute upon as its source in the specific hotel contexts
of online review and source hotel booking intentions simultaneously Provision of up-to-date information would
features upon tourists online Positive causal Scrutinising features of arouse potential consumers attentions
hotel booking intentions relationships between online reviews, rather Increase consumer awareness. With more
SM: SM is general usefulness, reviewer than several of them exposure to a hotel brand. More efforts could
Industry: Hotel expertise, timeliness, Offer comprehensive be devoted to increasing the quantity of
Country: China volume and suggestions for online reviews about a hotel
comprehensiveness and practitioners in how to Hotels own websites, need to invest
respondents online better use online resources in enabling website visitors
booking intentions reviews as a marketing diagnose the usefulness of available reviews
A significantly negative tool Hotels should seek out and obtain more
relation between A positive relationship specific information about opinion leaders,
negative online reviews between reviewer such as how they diffuse their personal
and online booking expertise and experiences
intentions was consumers booking
identified. Impacts from intentions
positive online reviews
upon booking intentions
were not statistically
significant

Sources: Cornell Hospitality Quarterly, Current Issues in Tourism, International Journal of Contemporary Hospitality Management, International Journal of Hospitality Management,
Journal of Travel Research, Journal of Travel & Tourism Marketing Tourism Management
 (1) year of publication (past three years, i.e. 2014 to 2016); Sharing
(2) publishing outlet representative from the major/leading journals based on their tourism
impact factor; experiences in
(3) research theme (representing both perspectives, namely, consumer and provider); and social media
(4) suggesting specific business strategies.

The abovementioned literature review suggests that the field of SM and consumers 207
activities, involving online reviews and experience sharing, constitute an attractive and
challenging topic for academic research. It confirms the findings and suggestions of previous
studies (especially Law et al., 2014 and Leung et al., 2013) by providing an update on the
status of this field. It also indicates that there is a need for more empirical applications and
suggestions for practitioners in performing their managerial tasks and marketing functions
in a digital context. As can be seen, the crucial point for tourism providers and destinations
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is to adopt the appropriate approach and to use SM properly to tap the full potential of these
communication tools (Sotiriadis and Van Zyl, 2013). The next section outlines a set of
suitable business strategies.

6. Practical implications: suggestions for suitable marketing and

management strategies
As already stated, the internet has transformed the experience of tourists when they are planning
their travels, when they are travelling and when tourists remember their experiences. The use of
SM platforms enables tourists to share their knowledge and experiences; these sharing
activities represent a new element in creating meaningful tourism experiences (Kim and
Fesenmaier, 2015; Wang et al., 2012). SM platforms have opened up a new world of dialogue
among people, including conversations about tourism services, trips and destinations, as
they facilitate direct interactions between tourism providers and tourists (Buhalis and Jun,
2011; Morrison, 2013).
The findings of the literature review thoroughly demonstrate the strategic importance of
SM for all tourism business practices, their performance and their competitiveness.
Experience sharing and online recommendations influence consumer perceptions and
choices and affect price setting in businesses, inter-business and inter-destination
competition, service innovation and host motivation (Gssling et al., 2016; Xiang and Gretzel,
2010; Zhao et al., 2015; Zhang et al., 2010). Most importantly, online reviews are highly
important sources of information. From the provider perspective, the information and input
generated on SM platforms and in online reviews should be seen as opportunities to
understand and respond to customers needs. Online reviews provide information and input
for improving the service system and the quality of tourist experience. If the tourism
providers gather, analyse and manage this information properly, then they can improve the
effectiveness of their marketing and management functions (Leung et al., 2013; Ye et al.,
2009). Otherwise, the tourism providers would be affected by the negative impact of these
reviews on potential customers. Therefore, online reviews are of great interest and
importance for management and marketing functions.
From the industry practitioners perspective, the owners and managers of tourism
businesses should understand that this information is a goldmine. Without information
generated by consumers and the market, business functions and planning are likely to
become guesswork (Law et al., 2014). The present study argues that the reviewed papers
provide a sound foundation for the use of information from online reviews and experience
sharing. It is therefore necessary to suggest a range of strategies and operational actions to
 IJCHM tap the full potential of the information and input from activities of tourism consumers using
29,1 SM platforms.
The second aim of this study is to provide tourism businesses and destinations with a set
of suggestions. In other words, the focus of the study is not on identifying knowledge gaps
and suggesting an agenda for future research. This section attempts to outline a range of
management and marketing strategies for tourism practitioners.
208 A synthesis of the strategies suggested indicated or supported by the previous studies
(as shown in the third column of Tables VII and VIII) is performed by this study, thus adding
value and complementing some elements to make them specific and implementable. These
strategies have as main underlying principle the experience sharing and online reviews on
SM platforms that constitute customer knowledge and input which should be exploited to
a greater extent by tourism businesses and destinations. Tourism providers have to adopt
appropriate approaches and implement suitable strategies to improve and re-engineer
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business functions, activities and processes, thereby seizing the opportunities and dealing
with the new challenges in the digital context (Law et al., 2014).
The suggested strategies are presented per field in two tables (Tables VII and VIII).
Providers of tourism services have to adopt efficient strategies and use adequate operational
tactics/actions. Two preliminary actions are necessary as a prerequisite:
(1) to understand SM, as it is essential for tourism businesses to know how these media
platforms should be used; and
(2) to understand how to implement electronic strategic management and digital
marketing effectively (Benckendorff et al., 2014; Law et al., 2014).

The interaction of main challenges in the tourism market with the digital environment, and
the impressive adoption and use of SM, clearly indicates that tourism businesses need to
adopt new approaches and implement new strategies in performing their managerial and
marketing activities. To take the fullest advantage of SM, tourism businesses will have to
incorporate the use of SM in their managerial and digital marketing activities.

7. Discussion and conclusions

Developments in the field of ICTs, in general, and in the field of Web2.0 and SM, in
particular, have created a new, fully interactive, digital environment. Tourism
consumers extensive adoption and use of Web2.0 have a considerable impact on tourist
behaviour and the tourism-related industries. Academic research conducted in this field
in the past few years was interested in exploring and analysing the effects of and
changes in consumer behaviour as well as the impact on the management and marketing
activities of tourism providers. Previous related studies attempted to evaluate the
progress of research efforts from 2007 to 2013. The latest research contributions are not
fully known. To bridge this gap, this study analysed published academic research on
online tourist reviews and experience sharing in tourism on SM platforms for the past
eight years (2009 to 2016). The four main studies, referred to under the Introduction,
concentrated on analysing and evaluating published academic articles, with a view to
identifying some research voids in extant research and providing an agenda for future
research. However, it is not the topic of the present study.
This study attempted to perform a synthesis of the academic research into changes in
tourism consumer behaviour brought about by the use of SM. The aim of the study is:
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Marketing functions Strategies and operational actions Suggested / Supported by the studies

Strategic integration of SM into Commitment to sustain SM marketing efforts Chan and Guillet (2011), Fotis et al. (2011),
a companys marketing Developing a multi-channel approach to communications with customers Kozinets et al. (2010), Law et al. (2014),
communications strategy Using SM are additional tools in the marketing toolbox. Munar and Jacobsen (2014), Sotiriadis and
Including both traditional media and channels and online channels Van Zyl (2013), Tham (2013), Trusov et al.
Make online consumer reviews a viable marketing channel (2009), Xie and Zhang (2014)
Design and operate a UGC website
Communications with potential Create a virtual environment that builds a virtual community by Aluri et al. (2015, 2016), Bilgihan et al.
and current customers (SM as a engaging tourists to share their knowledge (2016), Filieri et al. (2015a, 2015b), Kim
channel for interactive Design SM communications to encourage tourists to share the nature of and Fesenmaier (2015), Kim et al. (2015),
communication) their experiences both during and after their experiences Law et al. (2014), Sparks and Browning
Use travel-related OSN websites as a communication tool with customers (2011), Xie and Zhang (2014), Yacouel and
Facilitate the ease of use for information sharing, by adding OSN icons to Fleischer (2012), Zeng and Gerritsen (2014)
the organisations website
Use SM as a listening tool / listening on the online conversation.
Post insightful information to increase the users utilitarian beliefs
Include video-sharing websites, UGC and blogs that can fulfil the social
needs of tourist browsing the website
Instigate engagement behaviour / Use social gratifications to enhance
tourists participation and engagement on providers website
Keep high levels of trust: put a stronger focus on quality of the
information provided
Market positioning Analyse the competitive position to determine the most suitable strategy Rodrguez Daz et al. (2015)
to implement
Promotion of services Use SM as an information dissemination platform to reach a global Akehurst (2009), Chan and Guillet (2011),
audience Huang (2012), Huang et al. (2010),
Enhancing and exploiting content generated by customers Inversini and Eynardt (2011), Kim and
Disseminating promotional material Hardin 2010, Lee et al. (2011), Leung et al.
Strengthening providers promotional efforts (2011), Munar (2012), Xiang and Gretzel
Targeted marketing: choosing the suitable SM that have the potential to (2010), Vermeulen and Seegers (2009),
reach targeted market segments Viglia et al. (2014), Volo (2010)
Customised marketing: adopting a data-driven approach to optimisation
of marketing efficiency
Provision of up-to-date information would arouse potential consumers
purchase intentions
(continued)

actions
209

and operational
suggested strategies
Marketing functions:
Table VII.
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Table VII.
Marketing functions Strategies and operational actions Suggested / Supported by the studies

Distribution of services Use SM as an online distribution tool Inversini and Masiero (2014), Kim et al.
Create new distribution strategies for interplay between OTAs and SM (2015), Leung et al. (2013), Park and Allen
(visibility and revenue) (2013), Ye et al. (2009, 2011), Zhao et al.
Use innovative forms of booking technology, together with effective (2015)
marketing, to facilitate the link between OTAs and SM
Implement hotel-owned software to sell and manage online distribution
Address timely and properly online reviews to increase consumers
booking intentions in the specific hotel contexts
Marketing management Assessing marketing effectiveness/performance indicators: Measure Akehurst (2009), Aluri et al. (2015),
return on engagement (ROE) to examine the effectiveness of embedded Capriello et al. (2013), Ghose et al. (2012),
SM. The return on investment (ROI) could be used in the long term Huang at al. (2010), Johnson et al. (2012),
Ensuring sustained digital marketing efforts by determining resources to Inversini and Eynardt (2011), Law et al.
avail and SM to use (2014), Leung et al. (2011, 2013), Xiang
Data-mining from SM should be implementing in better understanding of et al. (2015), Zhou et al. (2014)
consumer behaviour choices, concerns and determinants
Monitoring online reviews and experience sharing to understand tourists
needs and experiences
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Management functions Strategies and operational actions Suggested / Supported by the studies

Sales management Devote efforts to increasing the quantity of online reviews Blal and Sturman (2014), Inversini and Masiero (2014),
Own websites: invest resources in enabling website Kim et al. (2015), Ladhari and Michaud (2015), Lee
visitors diagnose the usefulness of available reviews et al. (2013), Melin-Gonzlez et al. (2013), t and
Focus on actions addressing guest concerns and Onur Ta (2012), Phillips et al. (2015), Toh et al. (2011),
eventually increase the review scores without necessarily Tsao et al. (2015), Xie and Zhang (2014), Zhao et al.
aiming for a high number of reviews (2015)
Luxury segment: focus on guest satisfaction rather than
the number of online reviews/Economy and midscale
segments: can boost the positive effect of a good score
with a higher number of online reviews
Develop collaboration/partnership with online travel
agents (OTAs)
Develop human resources with competencies needed to
operate in OTAs and SM
Dedicate personnel to online sales management to be
effectively active, both in SM and in OTAs
Use the suitable performance measures (ADR and
RevPAR) to assess the effects of online reviews on hotel
performance
(continued)

Management
211
social media

operational actions
strategies and
functions: suggested
Table VIII.
experiences in
tourism
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Table VIII.
Management functions Strategies and operational actions Suggested / Supported by the studies

Customer/Service management Use SM as a service recovery tool and a way to help Aluri et al. (2015), Cheng and Loi (2014), Kim et al.
develop relationships with customers and build brand (2015), Levy et al. (2013), Park and Allen (2013),
loyalty by paying attention to negative online reviews; Senders et al. (2013), Sparks and Browning (2010),
analysing the drivers of negative reviews in order and to Sparks et al. (2016), Torres et al. (2014), Wei et al.
identify areas for improvement (2013), Xie and Zhang (2014), Zhang and Vsquez
Proactively post management responses to negative (2014)
online reviews with strong and quality arguments to
increase the trust of prospective customers in the provider
and raise the customers intention to make a booking.
Use SM as a way of interacting with customers: take full
advantage of online recovery encounters as a two-way
communication tool to convert the dissatisfied to a loyal
customer through online responses
Complaint management: react positively (take advantage
of positive postings and address negative comments) to
online reviews
Prepare operational manuals on how to respond to
customers negative online reviews
Develop an online review response plan.
Allocate financial resources and designate staff members
to regularly respond to customers negative online
comments on SM.
Identify important review components that should be
deliberately manipulated (response to review ratings on
certain quality aspects)
Address consumer reviews directly to SM platforms
Transform website/SM pages dedicated to feedback
(websites allowing users to post, review, discuss and
share experiences)
Use the consumers and experts feedback as well
Analyse the forms and content of complaints and manage
effectively consumer dissatisfaction/negative reviews
(respond promptly and efficiently)
(continued)
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Management functions Strategies and operational actions Suggested / Supported by the studies

Brand management Use own website and online reviews in enhancing brand Barreda et al. (2013), Callarisa et al. (2012), Calefato
awareness / more exposure to providers brand et al. (2015), Chan and Guillet (2011), Dickinger and
Combining traditional marketing channels with SM could Lalicic (2016), Hede and Kellett (2012), Huang (2012),
help extend the online presence to a wider audience Huang et al. (2010), Hudson et al. (2015), Huertas and
Provide training to employees regarding SM account Marine-Roig (2016), Krawczyk and Xiang (2016), Su
management to ensure good performance et al. (2015), Tatar and Eren-Erdomu (2016), Zhao
Build relationship with customers and improve the et al. (2015)
quality of brand-consumers relationship
Use online reviews to measure customer-based brand
equity
Enhance brand trust and brand loyalty
Reputation management Address online reviews properly to enhance business Dijkmans et al. (2015), Gssling et al. (2016), Horster
reputation and Gottschalk (2012), Kim et al. (2015), OConnor
Use SM follow up the stream of online reviews to (2010), Phillips et al. (2015), Sparks and Browning
maintain a good reputation (2011), Yacouel and Fleischer (2012), Zhang et al.
Use OTAs to building hotel reputation engage in review (2010), Zhao et al. (2015)
manipulation: a rational choice would be to engage in
forms of manipulation that are difficult to detect or prove,
such as to encourage satisfied guests to write reviews
Engage consumers to improve reputation (e.g.
encouraging tourists to tell online effective service stories)
Adopt more cooperative forms to reduce the risk of
manipulation among businesses
Place more emphasis on destination/area features
Apply semantic Web searching techniques to deal with
increasing numbers of online rating websites
An online reputation management system should be used
to actively monitor and provide timely feedback to
customers
(continued)
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Table VIII.
Management functions Strategies and operational actions Suggested / Supported by the studies

Crisis management Use SM for handing a crisis at business and/or Schroeder et al. (2013), Sigala (2011a), Zeng and
destination level Gerritsen (2014)
Address the risk perceptions associated with crime,
health issues, weather and political crises
Exploit networking and collaboration capabilities of SM
for incorporating various stakeholders into crisis
management activities
Knowledge management Enhance participation and intention to share input and Sigala (2011b), 2012), Sigala and Chalkiti (2014)
feedback through the use of SM
Involve customers in developing new concepts and in
enhancing improvements in products, services and
processes
Use ideas and suggestions from customers in improving
companys innovation performance
 to provide a better understanding of recent research findings of academic research Sharing
conducted in the field of SM; and tourism
to suggest a set of strategies to enable tourism businesses to seize opportunities and experiences in
deal with resulting challenges. social media
The latter topic was not sufficiently investigated by previous papers. Therefore, the focus
and emphasis of this paper is on the practical implications of the use of SM and suitable
strategies to be implemented.
215
To achieve the above research aims, the study analysed a total of 146 research papers
published between 2009 and 2016, which constitute the latest academic research in this field.
Evaluating extant literature has clearly demonstrated that SM platforms have considerable
effects on both tourists and tourism providers. Based on the volume of journal articles, it is
clear that SM platforms have become extremely important in the online tourism domain.
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7.1 Conclusions
First, the content analysis of papers on consumer perspective suggests that SM platforms
have fundamentally changed the ways in which tourists search, find, read, trust, co-produce
and distribute information about tourism providers and tourism destinations. The literature
review indicates that the studies conducted in the past three years (between 2014 and 2016)
have focused more on the consumer (antecedents and behaviour). These studies have
examined the role and impact of SM on the travel planning process as a whole and found that
online reviews affect tourists decisions considerably. Contrary to previous studies (Law
et al., 2014), the synthesis of reviews has revealed that more articles focus on the consumer
than on the providers perspective.
Second, the papers reviewed in the past three years, which relate to the providers
perspective, are suggesting specific management actions and strategies based on the results
of the research. However, most of the studies, which were conducted prior to 2013,
formulated suggestions/recommendations that highlighted the importance of considering
this new form of communication only and did not specify actions (Cantallops and Salvi, 2014;
Leung et al., 2013).
Third, the content and interests of academic research have been evolving the research
into SM has been increasingly broadening and deepening its interests, confirming and
extending the findings of a study conducted by Zeng and Gerritsen (2014). During the
investigated period, the impact of SM was analysed and measured from a consumer
perspective focusing on the use, impact and effects of online reviews and evaluations in all
stages of the consumers trip and experience and the influence of SM on tourist behaviour
was examined. This is a research stream that has not been sufficiently investigated by
previous studies (Leung et al., 2013; Zeng and Gerritsen, 2014). Leung et al. (2013) found that
most of the consumer-centric studies generally focused on the use and impact of SM on
tourists research/planning phase. However, the present study has found that the reviewed
papers investigated the antecedents of online reviews as well as their impact on tourism
consumer behaviour in all stages of the tourism experience.
Fourth, the reviewed academic research clearly shows that SM and online reviews have
considerable impacts on tourism consumer behaviour, which are subsequently affecting the
strategic and operational management and marketing functions and processes for
example, marketing, sales, customer service, distribution, knowledge, branding and
reputation of tourism providers. It was found that the studies on the providers perspective
focused exclusively on the integrated marketing communications and management
functions and processes, confirming the findings of Law et al. (2014). The study by Leung
 IJCHM et al. (2013) found that provider-related studies concentrated primarily on promotion,
29,1 management and research, but few analysed distribution or other marketing and
management functions (e.g. strategic marketing, sales management, branding and
reputation).
Last but not least, this study concludes that academic research into the use of SM in
tourism is no longer in its infancy, as suggested by Leung et al. (2013) and Zeng and
216 Gerritsen (2014). Over the past three years, the researchers have deepened and
broadened their interests and have suggested specific and implementable strategies. The
latest studies have also proposed and validated approaches and models to assess and measure
the effects of SM a quantification of the economic value of online reviews of hotel
performance in the online context, where consumer reviews and management responses
coexist. In other words, a relationship between information from online reviews and offline
hotel performance has been identified and validated, and this constitutes significant
advanced knowledge. Academic research has therefore progressed by leaps and bounds and
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has made valuable contributions to the body of research, allowing it to move to the next level.
However, it still has a long way to go before reaching the stage of maturity; the research
agenda is still long.
It is believed that the findings and conclusions of this study have made a theoretical and
practical contribution in the sense that they are useful to tourism industry practitioners and
academic researchers who are interested in the use and impact of SM platforms.

7.2 Theoretical implications

The main theoretical contribution of this paper is the comprehensive review of recently
published papers in peer-reviewed journals from the perspectives of both consumer and
provider. It provides a comprehensive picture, the latest status of the progress and the
achievements of academic research related to SM in tourism. It analyses how tourism
consumers are using SM platforms and how their behaviour is affected by online reviews in
all phases of their tourism experience (planning, during trips and post-consumption). It also
analyses the effects of the online evaluations and experience sharing generated by
consumers on management and marketing functions of tourism providers. By analysing the
related papers published in the past eight years and by supplementing and extending related
literature, value has been added to extant literature.

7.3 Practical implications

From a practical perspective, the findings and suggestions should be of great interest to
industry practitioners to assist them in dealing with challenges in an online context. This
study analysed and evaluated the published papers with a view to understanding
consumers motivations and behaviour to properly respond to them. Tourism providers can
use the online reviews and experience sharing by tourists in a range of management and
marketing functions and processes.
This article adds a valuable practical contribution by suggesting practicable and
implementable strategies and operational actions for providers of tourism services. A
comprehensive set of strategies has been proposed, covering the main marketing and
management functions that are influenced by the changes brought about by tourist activities
on these interactive communication tools. To take the fullest advantage of SM, tourism
providers will need to incorporate the use of SM in their managerial and digital marketing
activities. In so doing, they will have the input and knowledge needed to improve their
management effectiveness and operational efficiency.
 7.4 Limitations and future research Sharing
It should be noted that this study is not without limitations. The study reviewed and tourism
analysed exclusively articles related to SM and published in peer-reviewed academic
journals. The review did not include books, business reports, research degree theses and
experiences in
research articles from conference proceedings. It did not include SM sources in literature, social media
such as blogs, interactive forums and online travel communities. Thus, some useful
discussions and suggestions, especially from tourism actors (tourists and tourism providers)
were excluded. Future research should consider analysing publications in all the above 217
sources to gain greater insights into the theme.

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Further reading
Kotler, P. and Armstrong, G. (2008), Principles of Marketing, Pearson Education, Upper Saddle River, NJ.

About the author

Marios D. Sotiriadis is a Visiting Professor at the University of South Africa, South Africa, and at the
University of Ningbo, China. Formerly, he was a Professor of Tourism Business Management
Department, TEI of Crete, and a Tutor of the Hellenic Open University, Greece. He received his PhD in
Tourism Management from the University of Nice Sophia-Antipolis, Nice, France. He is the author of
eight books and monographs, three distance learning manuals and three e-learning materials on aspects
of tourism marketing and management. He has undertaken a variety of research and consultancy
projects for both public and private organisations of the tourism industry. His research and writing
interests include tourism destination and businesses marketing and management. His articles have
been published by international journals and presented at conferences. Marios D. Sotiriadis can be
contacted at: [email protected]

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