ABSTRACT
Nowadays, knowledge is widely recognised as one of the most crucial competitive assets substantially supporting and fostering an enterprise’s adaptation, survival and outstanding performance (Bohn 1994; Boisot 1998; Mertins et al., 2000; O’Dell and Grayson 1998). This is because by being mainly tacit (intangible) and embedded in organisational structures and cultures, knowledge cannot be easily copied and substituted and so, it creates business value in a unique, inimitable and non-transferable way. As information is the lifeblood of tourism, tourism organisations are not excluded from this knowledge revolution (Poon 1993; Sigala and Chalkiti 2007).
