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Coopetition is a phenomenon characterised by the simultaneous presence of cooperation and competition within a networked relationship. The current body of literature provides real instances of coopetitive networks within the tourism sector. Conversely, many countries possess the potential to initiate new examples. This research aims to identify European countries that are externally heterogeneous but internally homogeneous and thus point out competing countries that could cooperate in the tourism sector. This study contributes to the literature on cross-border tourism coopetition from a theoretical perspective of possible cooperation among 32 competing European countries using existing secondary data from the Travel and Tourism Development Index (TTDI). The results of cluster analysis show a six-group solution. Although there are many challenges and issues, the positive outlook lies in the potential for coopetition among analysed countries, which could contribute to regional tourism growth. This study proposes several recommendations essential to cross-border tourism coopetition.

Earned value management systems (EVMS), also called integrated project and program management systems, have been greatly examined in the literature, which has typically focused on their technical aspects rather than social. This study aims to hypothesize that improving both the technical maturity of EVMS and the social environment elements of EVMS applications together will significantly impact project performance outcomes. For the first time, empirical evidence supports a strong relationship between EVMS maturity and environment.

Data was collected from 35 projects through four workshops, attended by 31 industry practitioners with an average of 19 years of EVMS experience. These experts, representing 23 organizations, provided over 2,800 data points on sociotechnical integration and performance outcomes, covering projects totaling $21.8 billion. Statistical analyses were performed to derive findings on the impact of technical maturity and social environment on project success.

The results show statistically significant differences in cost growth, compliance, meeting project objectives and business drivers and customer satisfaction, between projects with high EVMS maturity and environment and projects with poor EVMS maturity and environment. Moreover, the technical and social dimensions were found to be significantly correlated.

Key contributions include a novel and tested performance-driven framework to support integrated project management using EVMS. The adoption of this detailed assessment framework by government and industry is driving a paradigm shift in project management of some of the largest and most complex projects in the U.S.; specifically transitioning from a project assessment based upon a binary approach for EVMS technical maturity (i.e. compliant/noncompliant to standards) to a wide-ranging scale (i.e. 0–1,000) across two dimensions.