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Article
Publication date: 20 September 2011

Kirsi Meriläinen and Arja Lemmetyinen

This paper aims to focus on managing networks within destinations, or destination network management. The purpose is to provide a conceptual definition of the term.

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Abstract

Purpose

This paper aims to focus on managing networks within destinations, or destination network management. The purpose is to provide a conceptual definition of the term.

Design/methodology/approach

Destinations are seen as networks, and networks are approached from a strategic perspective. Reviewing and drawing on the literature on destination management, tourism networks, strategic networks and strategic management the paper proposes a concept that could be of use in analyses of network management.

Findings

It is suggested that managing is a value‐creating activity embedded within a network, and that there are two approaches to network management: strategic management and the coordination of cooperation among the actors involved.

Research limitations/implications

The paper is conceptual in nature. The authors intend to test the developed hypothesis in empirical case studies in the near future.

Originality/value

The paper contributes to the literature on destination management in proposing a novel concept of destination network management, and introducing a dynamic, activity‐oriented approach as opposed to the actor‐focused destination management organization (DMO) view.

Book part
Publication date: 13 May 2021

Omer Sarac

In today's globalising conditions, tourism is marketed as a combined product because the demand for tourism increases as the product differs. It is very difficult for…

Abstract

In today's globalising conditions, tourism is marketed as a combined product because the demand for tourism increases as the product differs. It is very difficult for tourism destinations, which emerge as a result of the combination of attractiveness, accessibility, tourism businesses, activity and image elements, to survive because tourism destination stakeholders have different goals and objectives. Therefore, there is a need for an effective destination management in which management functions (planning, organising, coordination, commanding (leading) and control) will be employed. Together with the destination management, stakeholders with different goals and objectives are expected to operate in line with a common goal. The clustering of tourism businesses, one of the stakeholders of the tourism destination, plays a very important role in the emergence of destination management. In addition, this situation causes businesses to act not only in line with their own interests but also in the interests of the destination. While avoiding activities that would endanger the existence of the destination with the unions they establish, they cause local administrations and fund managers to act in line with the infrastructure, superstructure and development opportunities needed. In addition to this, while ensuring the use and protection of social capital in that region, it also enables the development of intellectual capital. On the other hand, it causes the opening of new main and auxiliary enterprises and plays an active role in increasing the welfare level of the region. Therefore, clustering is very important in successful destination management.

Details

Overtourism as Destination Risk
Type: Book
ISBN: 978-1-83909-707-2

Keywords

Book part
Publication date: 23 September 2022

Joseph Chacko Chennattuserry, Bindi Varghese, N Elangovan and H Sandhya

The leisure industry is colossally impacted by varied types of crisis. Assessing the volatility; an attempt is made towards disaster planning and a response system. This…

Abstract

Purpose

The leisure industry is colossally impacted by varied types of crisis. Assessing the volatility; an attempt is made towards disaster planning and a response system. This chapter indicates an all-inclusive integrated approach to deal with disasters and narrates conceptual and latest factual findings in the space of disaster management. An efficient and self-equipped attraction demands a competent and efficient disaster management system in place.

Methodology

This chapter devises measures to deal with the capacity of a destination during pandemic and proposes recovering strategies for the leisure business. Destination governance and disaster management techniques are well explored in the proposed chapter.

Findings

An imperative study of this nature will determine the role of cultural perceptions of varied risk and threats in a pandemic scenario. Innovative practices of disaster governance and Post-disaster recovery strategies are crucial mechanisms for the sustenance of tourism and hospitality sector.

Originality-Value

The conceptual ideas and outcomes obtained in this chapter helps policy makers not only to find new strategies to placate the negative impacts of COVID-19 on the organic image of tourist destinations but also assists in accelerating the recovery timeframe just after the pandemic.

Article
Publication date: 31 December 2021

Sérgio Guerreiro

This paper seeks to reflect on the impacts of the pandemic on the management of tourist destinations, discussing the role of destination-management organizations in the…

Abstract

Purpose

This paper seeks to reflect on the impacts of the pandemic on the management of tourist destinations, discussing the role of destination-management organizations in the tourism development model, as well as the challenges that these organizations must address to ensure an effective construction of a more sustainable and competitive tourism.

Design/methodology/approach

The methodology is based on a literature review linking destination management with pandemic and post-pandemic responses.

Findings

The COVID-19 pandemic represents an unprecedent shock to the tourism industry's growth model since World War II, challenging tourism stakeholders (destinations and companies) with several threats and opportunities to their future competitiveness. In addition to the massive impacts in terms of business development, the abrupt reduction of tourism demand and the significative loss of jobs, the pandemic also caused significant disruption in terms of destination-management models. In less than four months, the focus of Governments and Destination Management Organizations shifted from defining development models compatible with improving the quality of life of residents due to the emergence of the so-called overtourism phenomenon, to the urgent need to support the industry's survival, to preserve jobs and ensure conditions of safety for tourists and workers.

Originality/value

Demonstrates the need for a profound change in the paradigm of destination management so that the sector is prepared to face future shocks. It also proposes further discussion on the role of destination management in the recovery process of the tourism sector in global terms, given the challenges that these organizations face. The article also considers the ways in which destination management can be a fundamental tool in the process of building a more inclusive, sustainable and competitive future.

Details

Worldwide Hospitality and Tourism Themes, vol. 14 no. 1
Type: Research Article
ISSN: 1755-4217

Keywords

Article
Publication date: 9 April 2021

Marcello Mariani, Stefano Bresciani and Giovanni Battista Dagnino

The purpose of this study is twofold. First, this study elaborates an integrative conceptual framework of tourism destination competitive productivity (TDCP) by blending…

Abstract

Purpose

The purpose of this study is twofold. First, this study elaborates an integrative conceptual framework of tourism destination competitive productivity (TDCP) by blending established destination competitiveness frameworks, the competitive productivity (CP) framework and studies pertaining to big data and big data analytics (BDA) within destination management information systems and smart tourism destinations. Second, this study examines the drivers of TDCP in the context of the ongoing 4th industrial revolution by conceptualizing the destination business intelligence unit (DBIU) as a platform able to create sustained destination business intelligence under the guise of BDA, useful to support destination managers to achieve the tourism destination’s economic objectives.

Design/methodology/approach

In this work, the authors leverage both extant literature (under the guise of research on CP, tourism destination competitiveness [TDC] and destination management information systems) and empirical work (in the form of interviews and field work involving destination managers and chief executive officers of destination management organizations and convention bureaus, as well as secondary data) to elaborate, develop and present an integrative conceptual framework of TDCP.

Findings

The integrative conceptual framework of TDCP elaborated has been found helpful by a number of destination managers trying to understand how to effectively and efficiently manage and market a tourism destination in today’s fast-paced, digital and hypercompetitive environment. While DBIUs are at different stages of implementation, often as part of broader smart destination initiatives, it appears that they are increasingly fulfilling the purpose of creating sustained destination business intelligence by means of BDA to help tourism destinations achieve their economic goals.

Research limitations/implications

This work bears several practical implications for tourism policymakers, destination managers and marketers, technology developers, as well as tourism and hospitality firms and practitioners. Tourism policymakers could embed TDCP into tourism and economic policies, and destination managers and marketers might build and make use of platforms such as the proposed DBIU. Technology developers need to understand that designing destination management information systems in general and more specifically DBIUs requires an in-depth analysis of the stakeholders that are going to contribute, share, control and use BDA.

Originality/value

To the best of the authors’ knowledge, this study constitutes the first attempt to integrate the CP, TDC and destination management information systems research streams to elaborate an integrative conceptual framework of TDCP. Second, the authors contribute to the Industry 4.0 research stream by examining the drivers of tourism destination CP in the context of the ongoing 4th industrial revolution. Third, the authors contribute to the destination management information systems research stream by introducing and conceptualizing the DBIU and the related sustained destination business intelligence.

Details

International Journal of Contemporary Hospitality Management, vol. 33 no. 9
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 9 February 2015

Douglas G. Pearce

The purpose of this paper is to first outline the central thrust of two currently non-convergent but intrinsically related streams of research – urban management and…

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Abstract

Purpose

The purpose of this paper is to first outline the central thrust of two currently non-convergent but intrinsically related streams of research – urban management and destination management – and explore the links between them. Both require an approach which coordinates and integrates multiple actors and functions in dynamic settings.

Design/methodology/approach

The paper then analyses empirical examples from three New Zealand cities to illustrate relationships between destination management and urban management in practice.

Findings

These cases show that without being labelled as such, quite a lot of activity takes place which reflects dimensions of both destination management and urban management, especially in terms of integration and coordination. This raises questions of just what constitutes destination management, a series of discrete ad hoc actions or some broader vision and framework.

Originality/value

Empirical evidence from the three New Zealand cities shows that, with the exception of Dunedin, destination management is not a term or a concept that is explicitly used there. Nevertheless, without being labelled as such, in practice there is quite a lot of activity taking place which reflects dimensions of both destination management and urban management, especially in terms of integration and coordination.

Details

International Journal of Tourism Cities, vol. 1 no. 1
Type: Research Article
ISSN: 2056-5607

Keywords

Article
Publication date: 22 May 2020

Catarina Antónia Martins, Maria João Aibéo Carneiro and Osvaldo Rocha Pacheco

Destination management organizations perform a very important role regarding the management of tourism destinations. Destination management systems are a key technological…

Abstract

Purpose

Destination management organizations perform a very important role regarding the management of tourism destinations. Destination management systems are a key technological infrastructure for these organizations. However, in the literature, it is not clear what are the factors that promote the implementation of these systems, neither what are the factors that contribute to their success. This study aims to propose and test two research models to overcome these research gaps.

Design/methodology/approach

The first model refers to the determinants of the implementation of destination management systems, and the second model refers to the determinants of the success of those systems. The models are tested with data collected through a questionnaire survey from destination management organizations of five European countries, which are among the leaders in international tourism receipts.

Findings

Concerning the factors that promote the implementation of destination management systems, this study reveals the importance of the diversity of partnerships that the private sector establishes in the destination, of advantages resulting from governance and of partners' involvement in the functions of destination management organizations. Concerning the factors that promote the success of these systems, this study highlights the importance of a phased implementation, the fact that a high number of functionalities in the system prevents success and the importance of having a revenue model that can support financial and operating costs.

Originality/value

The study provides important theoretical and practical contributions to the successful implementation of destination management systems by destination management organizations.

Details

Industrial Management & Data Systems, vol. 121 no. 6
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 20 March 2017

Mathilda Van Niekerk

This article aims to provide a critical review of the articles included in this special issue and highlight their findings and contribution to events, festivals and…

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Abstract

Purpose

This article aims to provide a critical review of the articles included in this special issue and highlight their findings and contribution to events, festivals and destination management research.

Design/methodology/approach

The article critically reviews methodologies, findings, themes and conclusions offered by each article included in this special issue.

Findings

The articles in the special issue identify the latest thematic trends in events, festivals and destination management research and propose conceptual frameworks for event and festival life cycle trajectories. They build on previous research confirming how accessible tourism and a balanced event portfolio can increase the sustainability and competitiveness of the destination. Based on sound methodologies, they offer specific theoretical and practical implication for the successful planning, marketing and management of events, festivals and destinations. They provide suggestions on how event innovation, participatory sport events, mega sport events, food and wine festivals and meetings, incentives, conferences and events (MICE) can assist in the marketing and branding of the tourism destination.

Research limitations/implications

The articles in this special issue lay the foundation for future research in events, festivals and destination management. Articles in this special issue apply various research methods and analysis, indicating the growth of event and festival research. Research methods and analysis techniques used in the special issue include content/theme analysis, case studies, qualitative studies and questionnaires. The research articles and methodologies used in this issue should help both researchers and industry practitioners.

Originality/value

This study highlights key findings, theoretical and practical implications and contributions of the articles included in this special issue. It provides a holistic view of events, festivals and destination management research and suggests areas for future research.

Details

International Journal of Contemporary Hospitality Management, vol. 29 no. 3
Type: Research Article
ISSN: 0959-6119

Keywords

Book part
Publication date: 4 December 2018

Jeremy Fairley

The marketing environment is constantly changing due to political, economic, social and technological issues. Therefore, this chapter explains how practitioners in…

Abstract

The marketing environment is constantly changing due to political, economic, social and technological issues. Therefore, this chapter explains how practitioners in destination marketing can improve their internal capabilities, competences and resources whilst responding to the ongoing changes in the external environment. The strategic management of destination marketing organisations involves continuous decision-making processes due to the nature of the tourism product. Hence, the author underlines the importance of stakeholder management, organisational culture, employee satisfaction, leadership and corporate governance/political environment, as these variables may contribute to the effective strategic management of these organisations.

Details

The Branding of Tourist Destinations: Theoretical and Empirical Insights
Type: Book
ISBN: 978-1-78769-373-9

Keywords

Article
Publication date: 17 November 2020

Emerson Cleister Lima Muniz, Gertrudes Aparecida Dandolini, Alexandre Augusto Biz and Alessandro Costa Ribeiro

This paper aims to demonstrate how customer knowledge management (CKM) can assist destination management organizations (DMOs) in the smart management of the tourist…

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Abstract

Purpose

This paper aims to demonstrate how customer knowledge management (CKM) can assist destination management organizations (DMOs) in the smart management of the tourist experience to contribute to the creation of smart solutions and the promotion of smart tourism destinations (STDs). To accomplish it, a CKM conceptual framework aligned with smart tourism and composed of eight processes is developed to guide managers in this management.

Design/methodology/approach

This research adopts the design science research methodology and applies its steps. It was supported by a systematic integrative literature review on CKM models and frameworks and their main elements, as well as by semi-structured interviews with tourism specialists in the context of Santa Catarina, Brazil.

Findings

From the literature it appears that tourist experiences are customer knowledge essential to the improvement and innovation of tourism products and services, and that CKM, still little explored in this scenario, tends to contribute to the management of this crucial knowledge for smart tourism. The analyses and improvements to the structure developed by specialists show its applicability and contributions to the management of STD experiences.

Originality/value

This paper offers an original contribution to the integration of the theoretical constructs of CKM, tourist experience and STDs by showing how the CKM, from tourism experiences, technologies and social networks, can assist DMOs in the management of experiences and promotion of STDs.

Details

Journal of Knowledge Management, vol. 25 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

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