EN中文

Journal of Resources and Ecology >

2025 , Vol. 16 >Issue 4: 1131 - 1144

DOI: https://doi.org/10.5814/j.issn.1674-764x.2025.04.017

Special Column: Ecotourism and Rural Revitalization

Influence Dimension and Countermeasure of Developing the Sport Tourism in Hainan: A Perspective from Industrialists

  • FU Bing , 1 ,
  • WEI Yining 2 ,
  • DONG Zhaoxin 3 ,
  • ZHAO Ning 4 ,
  • SHENG Xinyi 5 ,
  • DONG Erwei 6 ,
  • XU Qianwen 7 ,
  • ZHANG Zecheng 8 ,
  • SUN Wanting 9
Expand
  • 1. School of Ecnomics and Management, Shanghai University of Sport, Shanghai 200438, China
  • 2. College of Tourism and Service Management, Nankai University, Tianjin 300457, China
  • 3. Jinjiang Hotel, Shanghai 200002, China
  • 4. University of Warwick, Coventry CV4 8UW, UK
  • 5. Jinhua Duohu Technology and Culture Development Co., Ltd, Jinhua, Zhejiang 321000, China
  • 6. School of Professional Studies, New York University, New York 10003, USA
  • 7. School of Travel Services and Management, Tourism College of Zhejiang, Hangzhou 311231, China
  • 8. School of Physical Education, Hainan University, Haikou 570228, China
  • 9. School of Hospitality Management, Shenyang City University, Shenyang 110112, China

FU Bing, E-mail:

Received date: 2024-09-24

  Accepted date: 2024-12-20

  Online published: 2025-08-05

Supported by

The Special Research Project on International People-to-People Exchange under the Ministry of Education of China(CCIPEWHLY2024002)

Fold

Abstract

Sport tourism is emerging as a key focus in China’s tourism development, supported by investments in infrastructure, sports events, and promotional efforts. Hainan, with its unique geographic advantages and abundant tourism resources, are prioritized by central and local governments, to establish Haikou, Sanya, and Wanning as key sport tourism hubs. However, research on evaluating regional sport tourism from an industrialist perspective remains limited. This study adopts a qualitative research approach, using semi-structured interviews with middle and senior managers from sport tourism enterprises in Hainan. These interviews provide an in-depth evaluation of Hainan’s sport tourism industry from the perspective of industry stakeholders. Data coding through Nvivo software identifies twelve critical dimensions: Brand, culture, business ethics, infrastructure, location, market, natural resources, policy, product, tournaments, funding, and talent. By analyzing these dimensions both horizontally and vertically, the study assesses the industry’s current status and challenges, offering recommendations in three key areas: ① Government: Improve transportation infrastructure and establish dedicated management departments. ②Enterprises: Focus on strategic positioning, effective marketing, and sustainable development through collaboration. ③ Public-Private collaboration: Strengthen coordination between government and enterprises to promote integrated and coordinated sport tourism development across multiple cities.

Key words： sport tourism; industrialist; Hainan

Cite this article

FU Bing , WEI Yining , DONG Zhaoxin , ZHAO Ning , SHENG Xinyi , DONG Erwei , XU Qianwen , ZHANG Zecheng , SUN Wanting . Influence Dimension and Countermeasure of Developing the Sport Tourism in Hainan: A Perspective from Industrialists[J]. Journal of Resources and Ecology, 2025 , 16(4) : 1131 -1144 . DOI: 10.5814/j.issn.1674-764x.2025.04.017

1 Introduction

Since the 1990s, sport tourism has established itself as a niche segment of the global tourism industry, often defined as sport-related travel (Barnes and Henrickson, 2017). Both academics and industry experts agree that sport tourism is shaped by economic conditions, political factors, technological advancements, extreme weather events, and disease outbreaks (Higham, 2004). Despite the global disruption caused by the pandemic, the sector continues to grow. According to the 2021 Allied Market Research report titled Sport Tourism Market by Product, Type, and Category: Global Opportunity Analysis and Industry Forecast 2021- 2030, the global sport tourism market is projected to reach USD 1803704.0 million by 2030, a nearly 5.6-fold increase compared to 2020. Similarly, Sports ETA (2022) reported that although the pandemic canceled or postponed many U.S. sports events in 2020, the sector rebounded swiftly in 2021. The U.S. recorded 175 million sports travelers in 2021, only 2.6% fewer than in 2019. In 2021, sports travelers, event organizers, and venues spent a total of USD 39.7 billion across various sectors, including transportation (USD 9.7 billion), food and beverage (USD 7.5 billion), lodging (USD 8.4 billion), recreation (USD 5.3 billion), retail (USD 5.0 billion), and tournament operations (USD 3.7 billion). This supported a broad range of services such as airfare, rental cars, taxis, buses, parking, public transportation, ride- sharing, hotels, motels, private home rentals, RVs, full-service and fast-food restaurants, convenience stores, alcohol sales, amusement parks, theatres, entertainment, souvenirs, general merchandise, malls, and local retailers.
Sport tourism has gained popularity in China recently as an emerging form of tourism. Hainan, the focus of this study, has prioritized developing sport tourism due to its abundant natural resources, ideal for water sports and outdoor recreation. This study explores the perspectives of industry professionals on the current state of sport tourism development and examine the viewpoints of various types of sport tourism enterprises in Hainan. The study addresses two questions: 1) What is the current state of sport tourism development in Hainan from the perspective of industry professionals? 2) How do the views of different types of sport tourism enterprises differ regarding the current state of sport tourism development in Hainan?

2 Literature review

2.1 Theoretical research on sport tourism

Defining sport tourism has been a central theme in the study of sport tourism theory, yet it remains inconsistent across academic and industry discussions. Scholars define the concept from diverse perspectives, with varying interpretations and understandings. Among these, the definition proposed by Puttis has gained widespread acceptance. According to Puttis, sport tourism encompasses sports event tourism, participatory sport tourism, luxury sport tourism, sports training, and sports-related tourism (Jing, 2010).
In China, the definition of sport tourism also varies significantly. Tan and Zou (2002), in a project commissioned by the General Administration of Sports of China and the National Tourism Administration of China, state that “sport tourism is a thematic tourism that leaves the home location for non-profit purposes to participate in or observe related sports activities at a certain destination. It is a product of the combination of the sports industry and the tourism industry, and has the characteristics of integrating sports competition and tourism leisure, and sightseeing.” Other scholars, however, emphasize the “sports” component of the term and delve deeper into its implications. For example, Min (2003) views sport tourism from the perspective of sports as a form of leisure or holiday activity, involving participation in sports or engaging in sports-related activities.
The emergence of sport tourism is a natural progression, with its development spanning nearly a century. By the late 19th century, sports-focused fitness and leisure activities had gained traction in some countries. By the late 20th century, the convergence of tourism growth and the rising popularity of sports led to sports-oriented tourism projects in Europe and America (Li, 2016). According to Professor Jing (2010), sport tourism is an inevitable industry at a specific stage of economic and social development. It has become an integral part of the global economy, transforming into a sunrise industry that drives economic growth and is currently the fastest-growing segment of the tourism sector. Tzetzis et al. (2014) highlight the role of sporting event tourism in attracting local and international tourists while boosting the economy. While the primary focus of these events is on delivering high-quality experiences, they have evolved into a significant type of tourism. As the fastest-growing form of tourism, sporting events are now essential to local economies, with their organization contributing to the economic development of communities, regions, and nations. Recognizing this, almost every North American city now actively promotes sport tourism through regular events organized by dedicated institutions and enthusiastic individuals (Getz and Page, 2016).
Sport tourism in Western countries displays distinct characteristics: It has reached a mature stage of development, with a well-regulated market; a diversified business sector focusing on sport tourism; and emphasizing the sustainable use of resources, leading to considerable benefits (Li, 2016).

2.2 Sport tourism research from an industry perspective

The views and perceptions of different groups toward a social industry provide valuable insights into its current state and future direction. In sport tourism research, significant attention has been given to the topic of “residents’ attitudes towards sport tourism”. Snaith and Haley’s (1999) concept of “happy host”, underscores the importance of residents’ support for the success and sustainability of sport tourism in a region. Positive resident attitudes and active support for local sports events can transform these events into celebrated festivals, enhancing the experience for both spectators and residents while contributing to short- and long-term benefits for city tourism (Gursoy and Rutherford, 2004). Social Exchange Theory and the Theory of Reasoned Action also align with this perspective, suggesting that residents’ perceptions of sport tourism directly influence their attitudes and behaviors toward future events. If residents perceive the impacts of sport tourism positively, they will adopt supportive attitudes and engage in practical actions to sustain such events (Prayag et al., 2013). Through interviews, Hallmann et al. (2010) found that rural residents in marathon host locations who benefit from sport tourism have favorable views of its impacts on employment, personal income, tax revenues, and quality of life. Furthermore, a higher perception of tourism benefits correlates with greater willingness to support additional tourist fees and tax increases (2019). Chinese scholar Pan et al. (2019) echoed these findings and noted that as age, length of residence, and community attachment increase, residents have more opportunities to benefit from sport tourism. Older residents, having more experience interacting with visitors engage constructively, while younger residents are more likely to embrace emerging activities such as country events and outdoor sports. Through their frequent participation in sports, younger residents foster a sense of belonging and create opportunities for recreational engagement. This enables them to quickly position themselves for revenue generation through novel activities (Pan et al., 2019).
While sport tourism offers opportunities for community development, not all residents in sport tourism areas perceive it as beneficial. Those who benefit less argue that the industry fails to provide tangible advantages. For example, residents in golf host communities in southwest Spain report that sport tourism-related spin-offs, such as the hospitality industry, have negatively impacted local GDP, failed to create quality jobs, and discouraged traditional industries (Domínguez and González, 2017). In Sweden, Lindberg et al. (2001) conducted scenario-based interviews with tourists to predict the benefits and losses of ski resort tourism development. Their findings indicate that while residents involved in sport tourism interests gain from increased tourist activity, other community members experience significant losses. Overall, the benefits to residents were insufficient to outweigh the net losses, resulting in a negative welfare change for the community as a whole. Eom and Kwon (2019) employed phenomenological research to examine residents’ perceptions of sport tourism development in farming and fishing villages. They found that most residents held positive attitudes during the early stages of sport tourism development. However, as Andriotis (2003) highlights, the balance between host communities perceive of the costs and benefits of tourism significantly influences tourist satisfaction. The gradual development of sport tourism can disrupt this balance, leading to dissatisfaction among residents.
Previous research demonstrates that sport tourism positively impacts local economies by boosting economic growth, by increasing employment opportunities, promoting urbanization, and optimizing infrastructure from the industrialist’s perspective (Domínguez and González, 2017). However, many industrialists remain unaware of the environmental consequences of their activities. The managers of companies operating golf courses often view deforestation caused by course construction as unavoidable. Spanish sport tourism entrepreneurs prioritize factors such as the utilization of regional resources and environments, perceptions of environmental impacts, and the sustainability of their practices (Molina et al., 2017). The academic community has increasingly focused on identifying and analyzing the factors restricting sport tourism development from an industry perspective. This research has gained scholarly attention and produced significant findings.

2.3 Current state of sport tourism research in China

The term “sports” was introduced to China less than a century ago, and many Chinese scholars regard sport tourism as a tool for advancing rural development under the countryside revitalization strategy (Gu et al., 2021; Zheng and Huang, 2021; Zhang, 2022) or as a catalyst for regional economic growth through opportunities created by major sports events (Yu, 2021). Wang Yuzhen, after reviewing the literature, identified several key factors restricting the development of sport tourism in China. These include confusion in government management, a lack of laws and regulations specific to sport tourism, inadequate planning, and a shortage of skilled professionals in development, management, and service. Additionally, reliance on single-product forms, difficulties in innovation, bottlenecks in brand building, and an unregulated business environment further impede progress. Other issues such as insufficient financial investment, limited public awareness and understanding of sport tourism, and inadequate promotion exacerbate these challenges (Wang, 2013). Yang (2021) highlights deeper structural barriers in the integration of the tourism and sports industries, identifying capacity, institutional, and demand-related challenges. He highlights that the government lacks targeted and practical industrial policies, comprehensive planning, and related systems. Furthermore, enterprises are often small, fragmented, and weak in marketing expertise. Despite sport tourism resources offering competitive advantages, the severe shortage of skilled talent undermines the industry’s potential.
The success of the 2022 Winter Olympics in China has inspired scholars to highlight the significant business opportunities it brought to the sports industry, along with substantial economic benefits to related sectors. Promoting popular participation in ice and snow sport tourism fosters a huge sports industry and consumer market. However, the Chinese sport tourism industry continues to view major sporting events as commercial opportunities, leveraging the “role model effect” and the “herd effect” for advertising during events like the Winter Olympics (Gu, 2022). Regarding stakeholder attitudes, most qualitative assessments of sport tourism destinations are conducted from the perspective of tourists. These studies emphasize factors such as basic resources, policies, tourism experiences, service levels, and satisfaction, while paying insufficient attention to cultural dimensions and brand-building.
In summary, while theoretical debates on sport tourism continue, its growing importance is widely acknowledged. Current research from an industry perspective emphasizes interdisciplinary and integrated development but provides limited region-specific analyses, particularly in evaluating sport tourism destinations from an industrial standpoint. While sport tourism is well-established in many Western countries, it remains in the early stages of development in China, despite increasing attention.
This study examines the current state of sport tourism development in Hainan, addressing existing challenges and proposing targeted solutions to guide future research in other regions. By collecting firsthand data through field surveys and interviews, the study offers practical recommendations from a frontline perspective. It adopts an industry-oriented approach to establish an evaluation framework tailored to Hainan’s sport tourism development, providing a theoretical foundation for future studies. This study also enriches the academic discourse on sport tourism.

3 Methods

3.1 Research sites

Hainan Island, situated south of the Tropic of Cancer, benefits from abundant year-round sunshine, making it an ideal destination for stable, long-term outdoor tourism. Geographically, the island boasts a coastline stretching approximately 1944 km, including 1273 km of natural shoreline, with sandy shores comprising about 50% of this length. The offshore environment is characterized by generally calm winds and waves, clear and warm waters, and a stable seawater temperature, creating optimal conditions for water and beach sports. These natural advantages supported the growth of activities such as sailing and windsurfing, particularly along the northern coast of Haikou in recent years (Li, 2016).

3.2 Data collection

This study employed a qualitative research approach was, involving interviews with seven managers (mid-level and above) from four companies. The primary objective was to identify the dimensions that are of greatest concern to the sport tourism industry in Hainan and to evaluate, analyze, and provide recommendations regarding the current status of these dimensions, with a particular focus on the challenges faced. Data was gathered through semi-structured interviews.

3.3 Research subjects

The study was conducted at four selected sites: the NBA Training Center (Haikou), Haikou Sea People Sailing Windsurfing Club (Haikou), Sanya Beiwei Water Sports Center (Sanya), and International Big Regatta Co. Ltd (Haikou). The interviewees were selected based on specific criteria: the managers chosen needed to possess both theoretical knowledge of tourism and extensive practical experience in the industry. Most of the selected respondents were senior leaders of sport tourism projects, including directors of operations and general managers. With over 10 years of experience in sport tourism, the interviewees demonstrated a deep understanding of company operations and the industry’s development mechanisms. Each interview lasted 60-90 minutes and focused on key topics such as the current business operations of the company, constraints to its development, and plans for future growth (Table 1).
Table 1 Information of respondents
Company Interviewee Gender Occupation
NBA Training Center (Haikou) Basketball A Male Coach, Project Manager
Basketball B Female Operations Director
Haikou Sea People Sailing Windsurfing Club (Haikou) Sailing A Male General Manager
Sanya Beiwei Water Sports Center (Sanya) Surfing A Female Center Director
International Big Regatta Co.Ltd (Haikou) Bicycle & yacht A Male General Manager
Bicycle & yacht B Female Marketing Director
Bicycle & yacht C Male Marketing Manager

Note: The codes in the “Interviewee” column (e.g., Basketball A, Sailing A) indicate the primary sport or activity of the interviewee’s organization and are used solely to distinguish different respondents. These codes do not reflect the interviewees’ personal occupations, which are accurately listed in the “Occupation” column.

3.4 Data analysis

The transcribed interview data was analyzed using Nvivo12, a qualitative analysis software, in two steps. The first step involved encoding the written materials systematically. Initially, 129 first-level nodes were identified by coding the valid interview data sentence by sentence. These first-level nodes were summarized and abstracted to yield 42 second-level nodes. Finally, these second-level nodes were further generalized, resulting in 15 highly abstracted third- level nodes. From these third- level nodes, 12 were selected as descriptive nodes to outline the current state of sport tourism in Hainan. These formed the following dimensions: brand, culture, capital, infrastructure, location, market, natural environment, policy, product, talent, enterprise moral development, and event resources and influence. The varying quantity of information categorized under each dimension indicates differing levels of importance and attention industry insiders place on these aspects. By calculating and organizing the data encoded within each of the 12 dimensions, the relative emphasis managers place on different facets of industry development is reflected. The remaining three third-level nodes—“Industry understanding of sport tourism”, “Impact of sport tourism on cities”, and “Future development”—provide a foundation for deeper discussion and analysis.
In the second step of the analysis, the function of Nvivo12 was used to make a matrix and label the interview materials of four companies as distinct cases: NBA Training Center (A), Haikou Sea People Sailing Windsurfing Club (B), Sanya Beiwei Water Sports Center (C), and International Big Regatta Co. Ltd (D). A matrix was then created with the cases as the horizontal axis and the second-level nodes from the first coding step as the vertical axis. The matrix (shown below) served to quantify the interview content-by showing the number of references to each topic (node) within the data from each company. For instance, in the market dimension matrix, the horizontal axis represents the four companies, while the vertical axis includes secondary nodes under the market dimension, such as “customer sources”. A number at the intersection of a case and a node, “7” at C4—indicates that the NBA Training Center (Case A) interview data includes seven references to “customer sources”. This matrix was instrumental in exploring the similarities and differences in the perspectives of various sport tourism companies in Hainan.

4 Results

4.1 Dimension analysis

Based on the interview data, this study identified 12 dimensions that are of significant concern to industrialists, providing more detailed and up-to-date data.

4.1.1 Market dimension

The market dimension, focusing on customer sources, market size, market access mechanisms, and target groups, is the most critical concern for industry respondents, representing approximately 17.9% of the interview information. Basketball B, the operations director of Haikou NBA discussed partnerships with schools at all levels in various forms, through initiatives like interest classes and summer camps, while Sailing A noted similar collaborations that trained thousands of students and hosted professional teams, such as provincial public athletic teams. Bicycle & yacht C, the marketing manager of International Big Regatta Co. Ltd emphasized adopting a “mass clientele” business philosophy and insist on “winning by numbers”. He believes that “the way to go for sport tourism is to develop group clients.” Spontaneous sports enthusiasts also represent a key customer base. Bicycle & yacht C mentioned that in addition to groups of customers such as schools, spontaneous sports enthusiasts are the main type of consumers for their business. Most sailing enthusiasts across the country are drawn to Hainan’s tropical atmosphere and favorable conditions for water sports. However, this advantage is relative to domestic competitors, as Hainan and other regions in China face a broader challenge: the domestic base of water sports enthusiasts remains too small compared to mature international sport tourism markets Bicycle & yacht B expressed concern about the lack of a unified market entry mechanism in the sport tourism industry, which has resulted in a mix of competent and substandard players. The entry of immature, profit-driven companies has, to some extent, diluted the overall quality of the industry, creating a “bad money drives out good money” effect. This has marginalized companies genuinely committed to promoting sport tourism culture and fostering a supportive environment for the industry. However, he noted that this situation has improved in recent years, although significant progress will require more time. Sailing A further emphasized that the target market for this segment of sport tourism is inherently limited by the financial requirements for participation in water sports, as these activities demand a certain level of affluence from participants.
From the interviews, several defining characteristics of Hainan's sport tourism industry within the market dimension were identified. Students and teenagers play a pivotal role as a customer base, making schools and youth associations key collaborators for future development. While Hainan holds a dominant position in China’s water sports market, the limited overall development of marine sports in the country constrains its potential, preventing it from being classified as a “broad market”. The primary challenge for Hainan’s sport tourism enterprises is not the availability of tourists but the need to enhance publicity channels and establish long-term partnerships to ensure sustained growth. Another pressing issue is the lack of a unified market access mechanism, resulting in uneven industry standards. While some dedicated companies are aware of and addressing this problem, establishing standardized entry criteria across the sector will require considerable time and effort.

4.1.2 Culture dimension

The culture dimension, encompassing sports culture and sport tourism culture, accounts for 14.9% of the interview content and reflects diverse perspectives from industry stakeholders. Several key themes emerged within this dimension. First, the industry’s general lack of emphasis on sports culture was highlighted. Basketball A noted that the NBA training center does not integrate cultural cultivation or cultural tourism programs into its activities. Sailing A highlighted that unprofessional businesses are damaging local sports culture, while Surfing A expressed concern that surfing culture, is limiting the sport’s long-term development. On a more positive note, Basketball B shared plans to enhance the cultural, entertainment, and tourism experience, with several cultural tourism projects According to the section “National Sports Concept”, Bicycle & yacht A observed that bicycling is not widely understood or appreciated in China, resulting in a limited market. Sailing A echoed this sentiment, citing low enrollment in water sports courses, which he attributed to a lack of awareness about sports culture among Chinese parents and concerns about teenagers participating in sports programs. He also noted that the surfing industry has experienced unexpected growth opportunities due to the pandemic. Bicycle & yacht C emphasized that sports can play a significant role in shaping children's character but lamented the lack of cultural inheritance in sports like sailing. He pointed out that while sailing has some foundational support in China, the proportion of enthusiasts remains low, and customer numbers lag significantly behind international standards. Finally, Bicycle & yacht B argued that education departments should become more involved in youth sports training.
In the culture dimension, it is evident that several producers agreed the domestic sports culture atmosphere in China remains underdeveloped. This weakness extends beyond tourists and the market to the producers themselves, who lack a clear understanding of the relationship between sport tourism and culture. This creates a fragile foundation for the growth of sport tourism. Surf producers highlighted the negative impact of unprofessional practices by some local residents on the industry, including unregulated competition that disrupts the market, strained relationships between producers and local residents, and misconceptions among tourists about Hainan’s sport tourism industry. Such issues hinder the industry’s overall growth and jeopardize the healthy development of Hainan’s sport tourism culture. The concept of national sports culture was also identified as a critical challenge. As a people-oriented industry, sport tourism depends heavily on the public’s understanding and recognition of sports programs. Furthermore, the market struggles to develop sustainably. A stable development environment requires a robust cultural foundation, widespread national appreciation, a regulated and fair market, and well-structured, high-quality programs.

4.1.3 Talent dimension

The talent dimension evaluates the state of human resources and talent strategies within Hainan’s sport tourism industry, accounting for approximately 13.1% of the interview content, highlighting its importance among industry stakeholders. Regarding professional standards, Surfing A noted that while a surfing association exists in China, it lacks professional certification systems, and foreign certifications, such as US certification, are not formally recognized. The club currently relies on international standards such as ISA certification for talent evaluation. Additionally, Chinese athletes participating in competitions are not eligible for certification. Regarding the broader talent situation, Basketball B observed that the number of basketball players in Hainan remains insufficient. Bicycle & yacht A highlighted the challenges of entering the sports market in China, describing it as “not open to anyone”, given the extensive knowledge required in areas like marketing, branding, and the sport itself, paired with limited revenue opportunities. However, the NBA Training Center in Haikou reported a robust reserve of talent, including foreign coaches. Additionally, senior management at the regatta company acknowledged a steady influx of new talent, including enthusiasts and practitioners, contributing to the industry’s growth.
Overall, the talent situation in Hainan’s sport tourism industry is marked by significant deficiencies. On the one hand, there is a lack of standardization among practitioners. As highlighted in the literature review, sport tourism in China is still in its infancy, and a mature system has yet to be established. Water sports, in particular, emerged late and have received limited attention, resulting in the absence of a professional qualification certification system for activities like surfing. Consequently, the selection and employment of professional talents, such as coaches, in Hainan’s sport tourism enterprises remain unstandardized, leading to a noticeable gap in talent quality across the industry. On the other hand, the overall talent pool for Hainan’s sport tourism industry is insufficient. Surfing A identified a key factor in this shortage during the interviews: entering the sport tourism industry demands highly specialized professional skills, creating a high entry barrier. However, the industry offers limited financial rewards and few opportunities for career advancement, making it unattractive to prospective talent. This combination of high entry barriers and low incentives has further exacerbated the talent gap. To address these challenges, companies in Hainan’s sport tourism industry have implemented various strategies to train and recruit talent, tailoring their approaches to their specific circumstances.

4.1.4 Brand dimension

The brand dimension focuses on respondents’ perspectives on sport tourism project branding, accounting for 10.1% of all interview content. This dimension encompasses two parts. Regarding “brand benefit”, the respondent Basketball B highlighted the advantage of established brands, noting that the NBA industry in Hainan benefits from the supportive effects of its mature global brand. Regarding “Hainan sport tourism brand building”, Sailing A pointed that the local brand building of sport tourism in Hainan is weak with low popularity, which is the most significant obstacle in its. Surfing A acknowledged that while Hainan has a favorable reputation for sport tourism, successful projects require effective management and operations. For example, he suggested that initiatives such as opening air routes to Sansha Island, implementing managed and standardized operations could strengthen Hainan's brand. Bicycle & yacht B mentioned that bicycling routes in Hainan enjoy brand benefits.
Producers surprisingly hold differing views on the local branding of Hainan’s sport tourism projects. A clear distinction exists between mature brands, such as the NBA, which benefit from well-established branding and operational systems, and locally originated sport tourism projects, which are still in their early branding stages. While many of these local projects possess promising brand potential, their management models require significant improvement, with parts of their operations still lacking maturity. Hainan's infrastructure provides certain advantages for sports development, but the management of sport tourism routes remains underdeveloped. Relevant departments in Hainan need to adopt and learn from advanced international practices to create more attractive and competitive programs. Brand development is the essence of industry growth. Only by prioritizing brand building and cultivating this “development soul” can the industry achieve sustainable growth, enhanced market competitiveness, and the ability to attract a more stable and loyal customer base.

4.1.5 Nature dimension

The nature dimension focuses on the role of the natural environment—such as temperature, humidity, terrain, and natural landscapes in the development of sport tourism enterprises in Hainan. As an indispensable factor in tourism development, the natural environment was discussed by all respondents, accounting for approximately 9.5% of the total information. “Wanning waves are rare, and the waves are safe from whirlpools”. “Hainan Island has unique scenery, and a circle around the island gives riders a sense of accomplishment”. Surfing A and Bicycle & yacht C both praised Hainan’s distinctive scenery.
In general, the industry views Hainan’s natural environment as both a significant advantage and a limitation for the development of sport tourism. The island boasts superior natural resources, including seas, mountains, rainforests, and low-altitude landscapes, making it an ideal location for a variety of sports events. These natural sports venues offer great convenience for tourism project development, allowing individuals of varying skill levels to find suitable conditions for their activities. However, projects that rely heavily on specific natural conditions are inherently subject to constraints.
This dual nature of Hainan’s natural environment-the year-round high temperatures, frequent rainfall, and susceptibility to typhoons pose significant challenges to sport tourism operations. For example, outdoor venue projects at Haikou NBA often struggle during such periods, limiting their functionality. Similarly, seasonal and climatic variations heavily activities like windsurfing and sailing. These sports can only be conducted under optimal wave conditions, introducing considerable uncertainty to the operations of sport tourism enterprises.

4.1.6 Product dimension

The product dimension, encompassing interview content related to sport tourism products, accounts for 8.9% of the total data. Industry views in this dimension are categorized into six key areas. In the Product Price module, contrasting perspectives emerged: Basketball A noted that NBA-related products are priced low, whereas Sailing A highlighted the high pricing of surfing products. In the “Profitability” section, Sailing A reported profits from classes and training but emphasized the high initial investment and long payback periods inherent to the industry. Basketball A identified a major challenge in converting equipment usage into revenue. Regarding “Safety and Risk,” Surfing A acknowledged the risks of surfing for tourists but emphasized the presence of safety procedures to mitigate these risks. Regarding the “Current Operation” of sport tourism projects in Hainan, Sailing A described its club management as systematic and well-organized despite insufficient passenger flow. Bicycle & yacht B commented that while sailing yachts in Hainan have not been started yet, and sailing tournament in China lack diversity and process sophistication, sailing in Hainan has transitioned from being unregulated to becoming more standardized. However, Bicycle & yacht C observed that bicycling in Hainan is not yet systematically practiced as a sport. Finally, in the “Product Development”, Surfing A emphasized the importance of creating sport tourism products tailored to market needs.
Producers generally place significant emphasis on the product dimension, particularly on revenue generation and project operations. However, the sport tourism industry in Hainan faces notable challenges, including limited profit channels and high operational costs, which create substantial barriers for both producers and tourists. Within the industry, operational and management models vary significantly. Larger enterprises have more structured and sound management systems compared to smaller-scale businesses, but overarching industry management (in projects like bicycling and windsurfing sailing) remains insufficient, requiring more cohesive oversight and deeper product development. Profitability remains the ultimate goal of business development, as stronger profitability increases shareholder returns, enterprise value, and cash flow, while also enhancing an enterprise’s solvency and capacity for future growth. Conversely, slow profitability and extended payback periods diminish the attractiveness of the industry to producers and deter new entrants, reducing the market's vitality over time.

4.1.7 Policy dimension

The policy dimension evaluates the industry’s perspectives on the broad policies influencing the development of sport tourism businesses in Hainan, encompassing both sport tourism-specific policies and more general frameworks. This dimension accounts for 8.9% of the total interview content, reflecting a median level of importance among respondents. Industry participants, including Basketball B, Sailing A, and Bicycle & yacht C, acknowledged receiving substantial support from Hainan’s policies. This support includes both direct financial assistance and indirect benefits, such as brand promotion and enhanced government- enterprise cooperation. Respondents also noted the relatively open communication between the government and enterprises, as well as the intentionally relaxed policies that provide businesses with greater operational autonomy. However, the problem with policies lacking professionalism, being insufficiently user-friendly, and not being systematic remain. Additionally, delays in policy implementation hinder the timely advancement of initiatives.
From the interviewees’ responses, it is evident that Hainan’s sport tourism enterprises have experienced some level of policy support, however, many support policies remain either in the planning stages or have yet to be fully implemented.

4.1.8 Infrastructure dimension

The infrastructure dimension reflects respondents’ perspectives on the infrastructure supporting sport tourism in Hainan, accounting for 6.6% of the total interview content. Views varied across industries, with manufacturers emphasizing the state of their supporting facilities. Basketball A highlighted their advantage in hardware, including standard playing fields and fully equipped facilities. Sailing A criticized the poor facilities surrounding their venue, noting the absence of large shopping malls, the inconvenience for tourists who must travel long distances to shop, and the limited nearby accommodation options. Surfing A acknowledged improvements in Houhai’s facilities but pointed out that the coastal capacity remains inadequate for larger crowds. Similarly, Bicycle & yacht B recognized the quality of Hainan’s cycling roads but described the overall sports conditions and infrastructure as relatively underdeveloped.
Although the size of the infrastructure dimension represents a notable portion of the overall interview content, the perspectives conveyed by producers are relatively uniform. Within the Hainan sport tourism industry, significant attention is paid to direct sports-related hardware facilities, which are generally well developed. For instance, cycling programs benefit from good road conditions despite a lack of other supporting hardware. However, the industry has largely neglected the development of peripheral facilities essential to enhancing the overall tourist experience, such as food, drink, accommodation, and transportation—the four fundamental components of entertainment. This shortcoming limits the broader development and appeal of sport tourism in Hainan, underscoring the need for a more holistic approach to infrastructure construction.

4.1.9 Business ethics dimension

The corporate ethics dimension evaluates how companies navigate the balance between economic activities and ecological conservation, as well as their relationships with local communities. This dimension accounts for approximately 3% of the interview content, reflecting relatively low attention and content richness compared to other dimensions. Issues of competition between sport tourism companies and local residents were highlighted in the market dimension and resonate here as well. For example, Surfing A described incidents where residents privately borrowed corporate surfboards to serve their own customers while intentionally obscuring the corporate logos. Such practices not only disrupt fair competition but also undermine the traditional surfing culture in Houhai Village. “There are few tourist facilities along the coast because our ecological protection requires that the light of the sea not be obscured by anything,” he mentioned.
Balancing the relationship between enterprises and local communities, as well as between commercialized project development and ecological conservation, emerged as key concerns regarding corporate ethics. Interviewees acknowledged the small-scale competition between sport tourism enterprises and local residents, where unregulated and unprofessional practices by locals threaten to undermine the nascent sport tourism culture. However, companies also rely heavily on community participation and local support for their operations, making it essential to navigate these relationships carefully, particularly in areas where policies are ambiguous or absent. In this “gray area” without clear policy regulation, enterprises must strive to build constructive and cooperative relationships with local communities. Additionally, companies need to take proactive responsibility for ecological conservation, respecting both direct and implicit ecological restrictions.

4.1.10 Tournament dimension

The tournament dimension reflects respondents’ perspectives on local sports tournaments in Hainan, accounting for approximately 3% of the total interview content. This dimension highlights the role of tournaments in shaping Hainan’s sport tourism industry and their potential to attract investment and enhance the region’s reputation. Basketball B suggested that Hainan has future opportunities to attract enterprise investment through its growing sports tournament offerings. Basketball A emphasized the significant role and influence that tournaments play in promoting sport tourism. Surfing A provided an overview of current tournaments in Hainan, noting that while some tournaments already exist, there is room for growth and development. Bicycle & yacht C expanded on this by listing several notable events in Hainan, such as the Tour of Hainan Island Cycling Race and the Tour of Hainan Island. Sailing and golf tournaments, and newer additions like marathons and windsurfing competitions showcase both sea and land-based sport tourism programs.
As the most important opportunity for the development of sport tourism, the number and scale of tournament can be said to directly determine whether a region’s sport tourism can be better developed. It can be seen that there are still a certain number of existing sport tournaments in Hainan, although the proportion of the overall interview is small, but the existence of the tournament opportunity is acknowledged by several interviewees, and also that Hainan has a number of key sport tournaments, which will undoubtedly become a key opportunity for the future development of sport tourism in Hainan. A tournament needs multiple efforts, and an tournament landing can get government support, major corporate financial support, but also to attract a lot of traffic, is a golden period for the tourism industry to soar, for Hainan, a province that wants to develop sport tourism, is the perfect opportunity.

4.1.11 Location dimension

The location dimension, accounting for about 2.4% of the total interview content, focuses on the influence of a company’s geographic location on its business operations. Managers from both the Haikou NBA and the Sanya Beiwei Water Sports Center noted that their training venues are situated in relatively remote areas, leading to high transportation costs and inconveniences for on-site staff. However, the managers of the Sanya Beiwei Water Sports Center added that this inconvenience has a limited impact on tourists. Visitors with food and accommodation needs can return to the city after the tour.
The location of the venues of these enterprises will not significantly impact travel of tourists, but the life of the staff involved in the enterprise will become inconvenient. Nevertheless, this is not easy, because water sports projects which form an important part of Hainan sport tourism rely on the special natural environment. Therefore, the choice of scenic location compared to other tourism projects is more restricted.

4.1.12 Funding dimension

The funding dimension, which represents 1.8% of the interview content, ranks lowest among all dimensions of sport tourism projects in Hainan. Producers in this dimension primarily focus on the high development costs of sports projects. Sailing A mentioned that their operations are currently self-financed, with the training base not providing equipment for training teams, thereby avoiding additional charges. Surfing A emphasized the increased costs of operating on an island, noting that the separation from the mainland adds significant logistical and operational expenses. Similarly, Bicycle & yacht A pointed out that marine sports, by their nature, are inherently high-cost endeavors.
The funding dimension received relatively limited attention from respondents, and industry players regarding the high costs associated with developing and operating sports projects. It is evident that these costs represent a significant challenge for the Hainan sport tourism industry. Both development expenses and ongoing operational costs are substantial, creating a major barrier to growth and innovation.

4.2 Horizontal comparison of enterprises

Through a cross-sectional analysis of the interview scripts, this study highlights the varying attitudes of different enterprises toward various aspects of sport tourism in Hainan. Each of the four entrepreneurs interviewed expressed unique perspectives and concerns across different dimensions, wherein similarities can be found in certain aspects (Table 2).
Table 2 Comparison of Hainan sports tourism enterprises
Dimension Factor Company A Company B Company C Company D
Market dimension
(17.86%)		 Economic conditions 0 1 0 0
Market source 7 2 2 4
Passenger flow 1 0 0 0
Potential market 0 0 0 2
Market competition 0 0 2 1
Sport tourism demands on the market 0 1 0 1
Impact of the COVID-19 on passenger flow 0 0 1 0
Culture dimension
(14.88%)		 The current low importance of sports culture in the
industry		 3 0 1 1
National concept of sport 0 0 1 9
Measures for the development of sport tourism culture 4 0 0 0
The importance of culture for sports tourism 0 0 1 0
Talent dimension
(13.10%)		 Lack of standardization of practitioners 0 0 2 0
Multiple partnerships 3 0 2 0
Talent cultivation 5 0 2 1
Talent resources 3 0 2 2
Brand dimension
(10.12%)		 Brand building situation of hainan sport tourism 2 1 0 0
Importance of brand 1 0 0 3
Natural dimension
(9.52%)		 Geological environment affects the exploitation of sports tourism projects 0 1 5 2
Rich sports-related resources in Hainan 0 0 0 1
Climate affects the developmentof sport tourism 1 1 1 1
Product dimension
(8.93%)		 Product pricing 0 1 1 0
Product risk management 0 0 2 0
Product design and development 0 0 0 1
Product operation 0 1 1 3
Profitability of the product 1 2 0 1
Policy dimension
(8.93%)		 Positive policy environment 3 2 1 1
Business-to-government needs 0 0 0 3
Negative policy environment 0 3 0 1
Infrastructure
dimension
(6.55%)		 Facility status 3 0 0 2
Surrounding facilities 1 3 2 0
Business ethics
dimension
(2.98%)		 Business-resident relationship 0 0 0 4
Ecological protection 0 1 1 0
Tournament
dimension
(2.98%)		 The role and impact of tournaments from an industrialist perspective 0 0 0 1
Opportunities for future tournaments 1 0 0 0
Available tournament resources 2 0 0 1
Location dimension
(2.38%)		 High prices in tourist areas affect tourists’ choice of food and accommodation 0 0 1 0
Location of training venue 1 0 2 0
Funding dimension
(1.79%)		 Project development costs 0 1 0 2
Regarding the market dimension, all four enterprises discussed the market sources for sport tourism, with notable differences in emphasis. The NBA entrepreneur (Company A) had the most references to this topic during the interview (7), followed by Company D (4), while Company B and Company C tied with fewer mentions (2). Regarding market competition, Company A made no comments on the topic, whereas Company C and Company D provided insights into the competitive dynamics of the sport tourism market in Hainan.
In the culture dimension, Companies A, C and D all commented on the “the current low importance of sports culture in the industry”. However, Company D had nine references to the “national sports concept”, emphasizing its significance, while the other three companies either made no mention of this topic or only briefly addressed it with a single comment. Regarding cultural construction, only Company A discussed specific measures for the cultural development measures for sport tourism.
Company B made no references to the culture dimension. Regarding the talent dimension, Company A had the most expressions among the four enterprises, with three mentions each for talent resources and multiple partnerships, and five mentions for talent cultivation. Companies C and D followed, while Company B had no expressions for these dimensions.
For the brand dimension, both Companies A and D made three mentions. Of Company A’s three expressions, one highlighted the importance of its own brand, while the other two focused on the state of brand building in the sport tourism sector in Hainan.
Regarding the nature dimension, Companies B, C, and D all commented that “Geological environment affects the development of sport tourism projects”, with Company C providing the most detailed input (5 expressions). In contrast, Company A only mentioned the item “Climate affects the development of sport tourism” reflecting a narrower focus in this area.
In the product dimension, the responses from the four companies were spread across various aspects. Notably, Company A did not address product management. Furthermore, only Company B mentioned the profitability of its products (1 expression).
Regarding policy dimension, Company A expressed a positive view of the policy environment with three mentions, while Company C has only one expression. Neither Company A nor Company C made any comments on negative aspects of the policy environment. Company B mentioned two expressions agreeing that the policy environment is positive but also three expressions highlighting negative aspects of the policy environment. Company D provided one expression indicating a negative view of the policy environment and one expression indicating a positive view. In addition, the company made three statements regarding its demands or expectations toward the government.

5 Discussion

5.1 Vertical dimension analysis

The interviewees’ emphasis on the importance of the younger generation in the sport tourism industry is reflected across multiple dimensions. According to group tour and independent travel data from Ctrip’s platform data, post-00s and post-90s individuals made up 38% of the tourism market in Hainan in 2019, closely following the 40% share of those born in the 1970s and 1980s, and significantly outpacing the 22% share of those born in the 1950s and 1960s, which shows the importance of young people in the market (Li, 2016). This reinforces the idea that training and recruiting the younger generation is essential for the growth and sustainability of sport tourism. Furthermore, the innovation and development of Hainan’s local sport tourism culture are heavily reliant on younger individuals, who are more adaptable, tech-savvy, and open to new ideas, making them key players in advancing the industry.
The development of sport tourism in Hainan is inherently limited by the natural environment, particularly the location restrictions of certain scenic spots, which pose challenges for industrial construction. While improvements in urban transportation and infrastructure could help mitigate some of these disadvantages, the current state of development in key areas of sport tourism in Hainan does not fully align with the region’s abundant natural scenic resources. High- quality natural resources are sometimes hindered by inadequate infrastructure and transportation, making remote locations a significant challenge for attracting tourists and supporting industry growth. According to the Development Plan of Hainan National Sport Tourism Demonstration Zone (2020-2025), five cities—Haikou, Sanya, Danzhou, Wanning, and Qiongzhong—have been identified as core development areas for sport tourism. However, the economic performance of some of these cities presents a challenge. In the 2022 GDP rankings, Wanning ranked 7th and Qiongzhong ranked 15th among all cities in Hainan. This indicates that these cities are underdeveloped, and their infrastructure and urban conditions are not yet sufficient to offset the drawbacks of their remote locations.
As an emerging sector, sport tourism in Hainan combines elements of both tourism and sports entertainment. The unique geographical location of the island introduces several challenges, particularly the high costs associated with marine transportation and communication, which are amplified due to Hainan’s island status. Marine sports, such as windsurfing and surfing, require significant initial capital investment. Not only are the prices of equipment high, but professional skills training also demands considerable financial and resource commitments, resulting in a high entry barrier for both potential consumers and new startups. For example, an imported boats, such as an eight-person boat, can cost up to 560000 yuan, while a common racing boat exceeds 300000 yuan. Sailboards, excluding sails, can cost over 60000 yuan, with advanced models reaching upwards of one million yuan. These high costs also result in lengthy payback periods. Currently, the revenue channels in Hainan’s sport tourism sector are relatively limited, and it may take a significant amount of time for enterprises to recover their capital and achieve profitability. This can discourage talented individuals from entering the industry. Over time, this situation may dampen the enthusiasm of entrepreneurs and professionals, leading to a reduction in industry activity and hindering the overall development of sport tourism in Hainan.

5.2 Horizontal comparative analysis

The horizontal comparison of the four sport tourism enterprises reveals that the NBA (Company A), as a globally renowned and established brand with significantly higher registered capital than the other three enterprises, holds a clear advantage in several key areas, including market, talent and brand. For example, in the brand dimension, larger enterprises like NBA (Company A) and Company D place more emphasis on branding, especially with a globally recognized brand like NBA, which not only focuses on its own brand image but also contributes to the broader branding of Hainan’s sport tourism industry. The interdependence of capital, brand, market, and talent is evident. Enterprises with sufficient funds and a strong, established brand image are better positioned to develop a strong market presence and attract skilled talent. The expansive market, in turn, generates revenue, which helps further enhance the brand’s appeal. This virtuous cycle of development enables enterprises to thrive and expand over time. In contrast, for the other three companies, particularly the sailboat and sailing enterprises, the lack of sufficient capital limits their ability to maintain operations and invest in key areas like talent acquisition and brand development. Without the necessary funds to attract skilled professionals or establish a strong brand, these companies struggle to gain a significant market share.
In the culture dimension, which is critical for the long- term development of sport tourism, all four enterprises acknowledge the cultural deficiencies in the current development of Hainan’s sport tourism sector. However, only Company A (NBA) has taken concrete steps to address this gap by developing matching stores to cultivate sport tourism culture and enhance its brand image. However, a significant challenge remains: the lack of diversity among stakeholders involved in developing Hainan’s sport tourism and cultural resources. This absence of a broad range of contributors and ideas has left companies uncertain about how to build a cohesive and unique system for Hainan’s characteristic sport tourism culture. One of the primary reasons for this lack of diversity is the relatively small scale of socialized investment in the sector. Despite improvements in the overall planning of sport tourism, the development of sport tourism culture and the promotion of unique local resources remain constrained by limited attractiveness to social capital, making it difficult to attract a wider range of stakeholders and investors (Huang and Huang, 2022).
In the policy dimension, the government plays a crucial role in shaping the development of China’s sport tourism industry. Company A holds a completely positive view of the policy environment in which Hainan’s sport tourism operates, seeing it as favorable for business development. Company B, on the other hand, has mixed views, with more negative than positive feedback on the policy environment. Company C, while offering fewer comments on the policy environment, presents a fully positive attitude. Company D maintains a neutral stance but has voiced several demands for the Hainan government to improve support for sports enterprises. Regarding policy formulation, Hainan Province has made significant strides in promoting sport tourism, issuing several key programmatic documents between 2016 and 2019. These include the “Water Sports Industry Development Plan,” “Guidance on vigorously developing sport tourism,” “Guidance of the State Council of the Central Committee of the Communist Party of China on supporting Hainan to comprehensively deepen reform and opening up,” and “Opinions on promoting national fitness and sports consumption to promote high-quality development of sports industry,” creating a supportive policy environment for the growth of sport tourism in Hainan.

6 Suggestion

6.1 Government: Enhance transportation support and establish management departments

Optimize Transportation: To optimize transportation and reduce tourist costs, the Hainan government could draw inspiration from Tofino, a sport tourism town in Canada known for its remote location but excellent accessibility. Tofino, often referred to by Chinese tourists as the “ends of the earth,” offers a variety of transportation options, including flights, buses, and ferries, which make it easy to visit despite its isolation. Hainan could emulate this model by establishing short-distance flights between sport tourism towns and nearby major cities such as Hong Kong and Shenzhen to Sanya and Haikou. Additionally, providing charter flights or seaplanes for high-end tourists could cater to a premium market. To further enhance connectivity, seasonal bus services like those in Tofino, which operate from Vancouver, Victoria, and other communities on Vancouver Island, could be introduced in Hainan. The government could set up tourist bus stations connecting major communities to distinct towns.
Management Functions: To enhance the management of sport tourism in Hainan, an independent sport tourism management department should be established, responsible for providing clear policy guidance and offering corporate support, helping companies better understand and fully utilize available policies. Additionally, the government could introduce targeted incentive policies to attract highly educated talent in fields related to both sports and tourism to attract young professionals with specialized skills.

6.2 Enterprises: Strategic positioning, effective marketing and collaborative sustainable development

Market Positioning and Promotion: Enterprises in Hainan should emphasize the island's unique water sports, such as windsurfing and surfing, by branding them as activities that combine both fitness and leisure. This can be achieved by producing and sharing educational content that informs and engages the audience about these sports, organizing live demonstrations with professional athletes, and creating integrated “sports+coastal+health” tourism experiences. Additionally, to reach younger audiences, enterprises should leverage popular youth-oriented platforms, such as WeChat and Douyin. By aligning Hainan’s sport tourism with health, fitness, and coastal activities, enterprises can position the region as a modern, exciting destination for younger generations.
Tripartite Collaborative Development: The development of Hainan’s unique sport tourism cultural resources should follow a collaborative model involving the government, enterprises, and society. While the government plays a crucial role in policy, planning, and strategic direction, it is equally important to leverage the contributions of social capital, societal forces, and talent in the resource development process. To ensure a balanced and effective growth model, the Public-Private Partnership (PPP) model should be actively implemented, promoting collaboration between government entities and private investors. Existing frameworks such as Build-Transfer, Build-Operate-Transfer, and PPP models can be integrated with government-purchased public services, providing a strong foundation for private investment companies to participate in the development of sport tourism cultural resources (Xu and He, 2016). Additionally, to further strengthen the development of sport tourism culture, Hainan should establish a specialized group dedicated to consolidating various resources and efforts. This group would play a key role in ensuring the comprehensiveness and cohesiveness of the resource development.

6.3 Public-Private collaboration: Multi-city integration for sport tourism development

City Collaboration: To stimulate economic growth in cities with lower GDP, Hainan aims to establish these areas as corehubs for sport tourism development. However, a single city’s capacity to attract a large number of tourists is often limited. To overcome this challenge, the provincial government can encourage collaboration among sport tourism enterprises across various cities, creating interconnected projects that span neighboring towns. For example, combining Wanning’s surfing activities with Qiongzhong’s cycling routes could result in unique towns or specialized tourist routes, offering tourists distinctive, diverse experiences. This approach not only attracts more visitors by offering varied activities but also promotes economic growth across multiple cities, fostering inter-city cooperation, and helping advance overall sport tourism industry in Hainan.
Highlighting Local Characteristics: Both the government and enterprises should focus on identifying and leveraging the unique aspects of sport tourism projects that align with Hainan’s local advantages. By emphasizing Hainan’s distinctive features—they can seamlessly integrate these elements into sport tourism initiatives. Combining sports activities with Hainan’s existing tourism resources, including its beaches, mountains, and rural areas, will help establish a sport tourism brand unique to Hainan.

7 Conclusions

In summary, this study provides a comprehensive assessment of Hainan’s sport tourism from an industrialist perspective, evaluating the sector across 12 key dimensions. The findings highlight Hainan’s unique natural conditions, which offer strong potential for sport tourism, as well as the promising development supported by favorable policies. However, the study also identifies several shortcomings in areas such as culture, branding, and talent. These insights will serve as valuable guidance for both Hainan’s sport tourism enterprises and the provincial government. Ultimately, the recommendations presented here aim to strengthen sport tourism as a key driver for the development of Hainan as a sport tourism island.
Additionally, this study cross-sectionally compares the perspectives of managers from different types of sport tourism enteprises on the construction of sport tourism in Hainan. It reveals that differences in factors such as operating hours, financing, and the specific sports being offered can lead to varied viewpoints among managers. These differences, in turn, influence how the enterprises are managed and operated. The findings of this study provide valuable insights for stakeholders in the Hainan sport tourism industry, helping them to better understand their strengths and weaknesses. This clarity will enable more informed decision-making, contributing to the growth and success of their businesses. Moreover, changes in entrepreneurial strategies and perspectives can play a key role in shaping and strengthening the overall Hainan sport tourism brand.

References

Publishing order | Descend order by publishing year | Descend order by cited within
[1]
Andriotis K V. 2003. Urban residents’ attitudes toward tourism development: The case of Crete. Journal of Travel Research, 42(2): 172-185.

[2]
Barnes C, Henrickson K E. 2017. Economic development generated by investment in participation sports. Journal of Business & Economic Policy, (4): 156-162.

[3]
Domínguez G, González G. 2017. Analysing stakeholders’ perceptions of golf-course-based tourism: A proposal for developing sustainable tourism projects. Tourism Management, 63(3): 135-143.

[4]
Eom C, Kwon S. 2019. Local residents’ perceptions on sport tourism development a rural village: Ambivalent views on regional development. The Korean Journal of Physical Education, 58(4): 113-126.

[5]
Getz D, Page S J. 2016. Progress and prospects for event tourism research. Tourism Management, 52: 593-631.

[6]
Gu J X. 2022. A study on the impact of the 2022 Winter Olympic Games on regional consumption demand and behavior—An analytical case of ice and snow sport tourism in Hebei. Sports & Science, 37(3): 114-120. (in Chinese)

[7]
Gu Y R, Dai H B, Li J L. 2021. Realistic dilemmas and coping strategies for the sustainable development of ethnic sports tourism in the southwest frontier under the strategy of rural revitalization. Sports Culture Guide, (10): 78-83. (in Chinese)

[8]
Gursoy D, Rutherford D. 2004. Host attitude toward tourism: An improved structural modelling approach. Annals of Tourism Research, 31(3): 495-516.

[9]
Hallmann K, Kaplanidou K, Breuer C. 2010. Event image perceptions among active and passive sports tourists at marathon races. International Journal of Sports Marketing & Sponsorship, 12(1): 37-52.

[10]
Higham J. 2004. Sport tourism destinations: Issues, opportunities and analysis. London, UK: Taylor & Francis Group.

[11]
Huang X Z, Huang B S. 2022. Research on the development value and countermeasures of Hainan’s characteristic sports tourism and cultural resources. Western Travel, 16: 12-14. (in Chinese)

[12]
Jing L. 2010. Summary of sport tourism researches abroad. Journal of Wuhan Institue of Physical Education, 44(7): 48-54. (in Chinese)

[13]
Li J H. 2016. Analysis of foreign sport tourism. Science and Technology Vision, 25: 290. DOI: 10.19694/j.cnki.issn2095-2457.2016.25.223. (in Chinese)

[14]
Lindberg K, Andersson T D, Dellaert, B G C. 2001. Tourism development: assessing social gains and losses. Annals of Tourism Research, 28(4): 1010-1030.

[15]
Min J. 2003. Study on the development mechanism of sports industry in western China. Journal of Chengdu Sport University, 29(5): 1-5. (in Chinese)

[16]
Molina F, Rivera M, Millán MG. 2017. The study of the business offer of active tourism destinations in spain: Critical analysis and research proposals. International Journal of Scientific Management and Tourism, 3(4): 555-589. (in Spanish)

[17]
Pan J C, Gao Y L, Liu X H. 2019. Attitudes of ethnic minority rural sport tourism residents: Benefits and support. Zhejiang Sports Science, 41(4): 1-7. (in Chinese)

[18]
Prayag G, Hosany S, Nunkoo R, et al. 2013. London residents’ support for the 2012 Olympic Games: The mediating effect of overall attitude. Tourism Management, 36(3): 629-640.

[19]
Tan B Y, Zou R. 2002. Development of the sport tourism in China. Journal of Physical Education, (3): 22-25. (in Chinese)

[20]
Tzetzis G, Alexandris K, Kapsampeli S. 2014. Predicting visitors’ satisfaction and behavioral intentions from service quality in the context of a small-scale outdoor sport event. International Journal of Event and Festival Management, (5): 54-21.

[21]
Wang Y Z. 2013. Research on competitiveness of China’s sport tourism industry. Diss., Beijing, China: Beijing Sport University. (in Chinese)

[22]
Xu K, He L H. 2016. Comparative analysis of BT, BOT and TOT in PPP mode: Based on three perspectives of model structure, risk sharing and ownership. Engineering Economy, 26(1): 61-64. (in Chinese)

[23]
Yang X. 2021. Exploring the industrialization model of the integration of sports and tourism in Hainan Province. Tourism Today, 19(22): 71-81. (in Chinese)

[24]
Yu W. 2021. Research on marketing strategy of Hebei ice sports tourism under the background of Winter Olympics. Journal of Hebei Open University, 26(6): 97-101. (in Chinese)

[25]
Zhang W Y. 2022. Sport tourism development and rural industry revitalization: Based on the practice and thinking of Enshi Prefecture. Journal of South-Central University for Nationalities (Humanities and Social Sciences Edition), 42(8): 146-153. (in Chinese)

[26]
Zheng F, Huang W Y. 2021. The development path of sport tourism destination under the strategy of rural revitalization: Based on the perspective of five elements of sustainable development. China Sport Science, 41(5): 44-52. (in Chinese)

Options
Outlines

/

〈 〉