A network perspective on managing stakeholders for sustainable urban tourism

Abstract

Purpose

This study aims to examine the current network of inter‐relationships of stakeholders representing government, the community and the tourism and hospitality industry, and their perceptions of critical stakeholders in destination development.

Design/methodology/approach

While the network analysis enabled examination of the interconnectedness of stakeholders, the stakeholder approach identified the critical stakeholders in destination development. These two approaches helped determine how the existing relationship structures of destination stakeholders might influence sustainable destination development.

Findings

The destination marketing/management organizations (DMOs) and stakeholders with access to or possession of critical resources have the highest centrality in urban destinations. In all three clusters, local government and DMOs are perceived to hold the greatest legitimacy and power over others in destination development. It is also found that there is a lack of “bridges” between the three clusters of industry, government and the community.

Research limitations/implications

The study demonstrates the use of a network analysis methodology as a potential tool for researchers and managers in examining destination stakeholder relationships.

Practical implications

DMOs, hotels and attractions stakeholders have the most crucial roles in achieving inter‐stakeholder collaboration for sustainable destination development, particularly because the many and diverse industry actors trust or depend on them.

Originality/value

There are very few studies that have applied both network and stakeholder perspectives to destinations to examine the structure of inter‐stakeholder relationships and the potential influence of this relational structure on sustainable destination development.

Citation

Timur, S. and Getz, D. (2008), "A network perspective on managing stakeholders for sustainable urban tourism", International Journal of Contemporary Hospitality Management, Vol. 20 No. 4, pp. 445-461. https://doi.org/10.1108/09596110810873543