关键词: 文旅产业, 数字化转型, 竞争, 跨行业协同, 跨区域协同

Abstract: In the backdrop of the evolving digital economy and the emergence of smart cities, the cultural and tourism industry finds itself at the crossroads of new opportunities and challenges. The integration of digital technologies has ushered in novel modes of tourism, creativity, entertainment, and art display, reshaping the industry’s landscape. As this sector undergoes a digital transformation, the urgency to embrace collaborative governance models becomes evident, while simultaneously raising questions surrounding their efficacy and optimal strategies. This study seeks to navigate this complex terrain by investigating the synergy between digital transformation and collaborative mechanisms within the cultural and tourism industry.
This study employs a comprehensive and innovative methodology to delve into the digital transformation of the cultural and tourism industry, with a specific emphasis on the impact of cross-industry and cross-regional collaborations. Drawing insights from consumer utility theory and game theory, we make an extended Hotelling model. This model serves as the bedrock for unraveling the intricate decision-making dynamics within a competitive terrain. Central to our methodology is the incorporation of heterogeneous consumers and a diverse array of competitive tourism attractions and associated enterprises. This holistic approach allows us to dissect the optimal strategies for digital transformation under varying scenarios of collaboration across industries and regions. Drawing from the rich tapestry of consumer utility theory, our model captures the nuanced preferences of consumers, factoring elements such as product quality, distance, and price. This foundation is then extended and tailored to the cultural and tourism context, enabling us to simulate and analyze the behavior of enterprises in response to changing digitalization paradigms. The analysis undertaken within our methodology entails a granular exploration of the interplay between competition and collaboration. Through rigorous mathematical examinations, we elucidate the dynamics that drive enterprises to opt for cross-industry and cross-regional cooperation. By uncovering the tipping points and equilibrium conditions, we provide insights into the circumstances under which collaborative strategies prove most advantageous. Moreover, we investigate the intricacies of the “prisoner’s dilemma” scenario that arises in the context of cross-industry collaboration. Our model unveils the pivotal role played by the cost coefficient of digital technology investment in influencing enterprise decisions. By systematically altering these factors within the model, we gain a comprehensive understanding of the strategic landscape.
The culmination of our methodology yields valuable findings that shed light on the intricate relationship between digital transformation and collaborative governance in the cultural and tourism industry. Notably, our analysis reveals that under cross-industry collaboration, increased digitalization efforts lead to higher investment levels, with the degree of investment rising proportionally to the number of collaborative competitors. Furthermore, enterprises opting for collaboration consistently outperform those not doing so in equivalent competitive environments, highlighting the inherent benefits of such cooperative approaches. Interestingly, our study unveils a counterintuitive yet fascinating phenomenon: even a single competitor’s choice of collaboration triggers a “prisoner’s dilemma” scenario, prompting all market players to embrace collaboration ultimately. This collective decision resolves the prisoner’s dilemma and promotes cooperative behavior. To address the challenges associated with collaborative decisions, the study suggests that mitigating the cost coefficient of digital technology investment can effectively enhance efficiency and promote collaborative efforts. Moreover, the analysis underscores the positive impact of cross-industry collaborations on consumer welfare. The potential for increased profits through cross-regional collaboration depends on the number of competitors; a smaller pool of competitors tends to foster a preference for such collaborative ventures.
The implications of our findings are far-reaching and hold significant implications for the future of the cultural and tourism industry. The identified strategies and influencing factors provide a roadmap for stakeholders navigating the digital transformation landscape. It becomes evident that the traditional competitive paradigm is being redefined by the allure of collaboration, illustrating a paradigm shift in the industry’s operational dynamics. It is imperative for industry leaders and policymakers to recognize the subtle yet powerful impact of collaborative governance models in guiding the digital transformation journey. Furthermore, the study underscores the need for a balanced approach to digital investment costs, suggesting avenues for policy interventions that can foster a collaborative ecosystem while mitigating potential challenges. As we navigate the uncharted waters of a digitally driven cultural and tourism landscape, the insights provided by this study serve as a compass, directing industry stakeholders toward collaborative strategies that not only enhance their individual performance but also contribute to the overall growth and dynamism of the sector.

Key words: cultural and tourism industry, digital transformation, competition, cross-industry collaboration, cross-regional collaboration