Collective action describes spontaneous or organized collaborative initiatives towards common goals, such as sustaining the quality of tourism sites [13]. Studies have shown that formalized tourism industry networks can play a crucial role in achieving common goals; and often the outcome of collective action depends on those networking organizations [11; 14]. Arctic tourism sites are characterized by remoteness, short seasons, limited or absent human population and the dominance of multi-national tourism operators who only visit Arctic locations on a short-term basis [15]. These characteristics provide challenges for collective action [16] as there is a limited monitoring capability and control over the behaviour of individual operators and also impeded coordination of action. Advances in information and communication technology (ICT) lead to rapid changes within the tourism industry, and prior studies indicate that the application of ICT can support the sustainable management of tourism sites [15; 17; 18]. Although prior studies claim that ICT can support the sustainable management of tourism sites, there is little understanding of the exact functions ICT is to assume in this regard [19; 20]. [PERSON] and [PERSON] (2003) [21] highlight that ICT changes communication dynamics in collective action and thus becomes a means for information flow, monitoring and control. The authors show that ICT advances can either facilitate or hamper collective action and call for more research into the use of ICT in collective action. We contribute to the literature on collective action for sustainable tourism sites by studying ICT as a management tool for such sites. Our guiding research question--how does the use of ICT influence collective action to sustainably manage tourism sites?--can be broken down into two subsidiary questions: (1) How are ICT tools used in managing tourism sites? and (2) How does ICT contribute to the success of collective action? Using the example of Arctic expedition cruise tourism, in this paper we will respond to these questions in Sections 4 and 5. The case of Arctic expedition cruising was selected as it represents a popular form of tourism in the Arctic. Expedition cruising in the Arctic is mostly nature-based and centred around the unique natural resources in a remote and isolated environment [12]. At the same time, Arctic expedition cruise tourism faces issues related to the tragedy of the commons, as it has an undeniable impact on the environment [6; 22; 23; 24], just like any other human activity. The cumulative impact from tourism operations in the Arctic reduces the sustainability of the respective tourism sites and may also detract from these sites' appeal. Our paper focuses on the archipelago of Svalbard, one of the most visited expedition cruise tourism destinations in the Arctic. As the majority of tourism sites on Svalbard are unpopulated, the paper focuses on the economic-ecological interaction of the sustainability concept, addressing economic growth and environmental constraints, including environmental quality [10]. Negative externalities, such as pollution from ships, noise, soil degradation from walking and shore degradation from anchoring, are a few of the main impacts arising from cruising tourism in Svalbard [25]. To minimize their impact and organize collective action towards preserving fragile Arctic resources, the cruise industry established a formalized network to address the negative externalities and to sustain the environmental quality of the tourism sites. Our paper consists of three main areas of focus, each of which contributes to the scholarly literature on Arctic tourism, tourism management and collective action networks. Firstly, we assess how vulnerable Arctic tourism sites can be better managed by acknowledging the role of ICT in achieving certain collective goals through a social informatics lens [26; 27]. Drawing on [PERSON] et al.