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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…

1077

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

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 destination

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: 31 May 2021

Abdul Gani, Ramjit Singh and Ashaq Hussain Najar

This study aims to explore the preparedness and the recovery/rebuilding activities or strategies adopted by the respondents during the phases of natural disaster/crisis in Jammu…

Abstract

Purpose

This study aims to explore the preparedness and the recovery/rebuilding activities or strategies adopted by the respondents during the phases of natural disaster/crisis in Jammu and Kashmir and Assam, India.

Design/methodology/approach

The qualitative research design was chosen for the study. The interview method was adopted in the present research. The respondents were selected purposefully from the representatives of tourism organizations/destinations management organizations and emergency organizations, i.e. disaster management and hotels experienced by natural disasters, i.e. flood 2014 in Kashmir valley 2019 in Assam states of India.

Findings

Moderate level of preparedness among the tourism organizations, tourism businesses such as hotels leaves implications for them to enhance the disaster or crisis resilient community. The preparedness programs, efficient social media, communications strategies and development of tourist destinations-specific disaster-related crisis management plans were suggested to enhance disaster resilience.

Originality/value

The present study is widely contributing to the theory of the vital concepts of crisis management at tourism destinations. This study suggests the practical implications for and suggestions to the industry practitioners, government agencies and researchers to rebuild the tourist destinations from the disaster/crisis and enhance global resilience.

Details

Worldwide Hospitality and Tourism Themes, vol. 13 no. 3
Type: Research Article
ISSN: 1755-4217

Keywords

Article
Publication date: 1 February 2000

Karl Socher

The fast changes of the tourism markets make it necessary to adapt destination management organisations, their functions and financing. The paper tries to develop a model for an…

Abstract

The fast changes of the tourism markets make it necessary to adapt destination management organisations, their functions and financing. The paper tries to develop a model for an optimal, efficient destination management system, especially to cope with the problem of limiting the necessary government influence and transfer as many decisions as possible to the individual private entrepreneurs. In this model the two tasks of destination management organisations — product development and marketing — are separated and are financed by two different taxes or levies, which are necessary for the function of producing public goods on the one side and internalizing external effects on the other side. The distribution of the levy payments to the different purposes is left to a large extent to the free choice of the individual levy‐payer, the entreprises profiting from tourism. This will induce a competition process between different destination management organisations to find the most efficient system.

Details

The Tourist Review, vol. 55 no. 2
Type: Research Article
ISSN: 0251-3102

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 tourism…

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: 20 April 2015

Pietro Beritelli, Federica Buffa and Umberto Martini

The purpose of this paper is to present an alternative perspective on understanding the coordinating role of destination management organizations. Destination Management

1225

Abstract

Purpose

The purpose of this paper is to present an alternative perspective on understanding the coordinating role of destination management organizations. Destination Management Organizations (DMOs) are known to have a coordinating role within a destination. Many qualitative case studies discuss this role in the institutional context, assuming that the DMO is supposed to coordinate the network of the organizations and stakeholder groups in the destination. By contrast, this paper analyzes the coordinator role of DMOs by focusing primarily on the prominent individuals (directors and board members) affiliated with it. In so doing, it proposes an alternative perspective on these organizations. Looking at the influential individuals in the destination, in particular those affiliated with the DMO, reveals new insights into what the DMO alternatively could be from an individual’s perspective.

Design/methodology/approach

Using social network analysis, the coordinator role of the actors affiliated with the DMO for six destination cases in Switzerland, Italy and Austria was measured. First, the network of the most salient individuals in the destination was identified. Second, the coordinator score with the help of the Gould and Fernandez measure was measured. Third, the coordinator scores of individuals affiliated with the DMO were compared against those of the other actors in the network. Fourth, the scores of actors affiliated with the DMO and other actors were compared to the coordinator role attributed to the whole organization by those individuals (i.e. how they see the DMO as coordinator). Fifth, the analysis of the results with case-specific information was completed.

Findings

In each of the six destinations, there are actors affiliated with the DMO as top scorers; these are usually the president of the board and other board members, as well as the director. Additionally, the analysis identifies further board members of the DMO among the tourist elite in the destination. The DMO as an organization is generally seen as an important coordinating institution. In particular, the actors affiliated with the DMO attribute a higher coordinating role to the organization than do the other respondents.

Practical implications

In their board constellation, DMOs support the formation of interlocking directorships through the representation of various stakeholder groups. They increase the concentration of power in favor of a small group (elite), but they can also increase the effectiveness of decisional processes. In so doing, a DMO serves as a valuable platform for leaders in its destination.

Social implications

This study affords a surprising insight into the difference between the overall image actors have of DMOs and the organizations’ self-images, expressed by the actors affiliated to the organizations – the former is always lower than the latter. The study also clearly demonstrates that the role of an institution largely depends on the actors affiliated to it and hence points to the constantly adapting coordinating role of DMOs within destinations.

Originality/value

A DMO can be seen as an organization constituted by individuals who join and leave its board or its management. This paper proposes an actor-based analysis of these often small, but controversially discussed organizations. We do it with a combination of quantitative measures from network analysis and qualitative information. The alternative perspective (actors of the DMOs inside the elite) and the application of social network analysis for this purpose have not been used in studies before. Further research points to two new research streams, namely, to understanding the role attributed to the DMO by different actors in the destination and the reasons for joining/leaving the organization and the shift of the self-concept of the DMO.

Details

Tourism Review, vol. 70 no. 1
Type: Research Article
ISSN: 1660-5373

Keywords

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 tourism…

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

Article
Publication date: 7 November 2023

Luis Pedro Martins and Susana Ribeiro

The objective of this paper is to examine the ways in which tourism can be regarded as a catalyst for positive change, benefiting both people and the planet. The authors consider…

104

Abstract

Purpose

The objective of this paper is to examine the ways in which tourism can be regarded as a catalyst for positive change, benefiting both people and the planet. The authors consider the integral role of community engagement as a tangible component within the governance frameworks of destination management organizations (DMOs).

Design/methodology/approach

Originating from the authors' professional experience and academic expertise in managing and marketing tourist destinations, both at the local and regional levels, the article explores the pressing requirement for reevaluating policies and strategies. It aims to emphatically underscore and reiterate the role of tourism as a pivotal driver for enhancing peoples' quality of life and ensuring the sustainability of tourist destinations. This effort involves not only maintaining equilibrium among the four widely recognized pillars of sustainability but also pondering the significance of an equally crucial aspect of destination management – the political sustainability of the governance framework of tourist destinations.

Findings

Current realities encourage the authors to contemplate and act, guided by the unfolding of tourism's swift regenerative influence. It is anticipated that people have gleaned vital lessons from the collective pause people underwent during the pandemic, coupled with the stark realization of being unable to partake in the favourable contributions of tourism in everyday life. This article highlights the urgency of implementing DMO models that are capable of conceptualizing and operationalizing a human-centred tourism development policy and the resulting sustainability strategies, enhancing representation and guidance for the satisfaction of stakeholders.

Originality/value

It is neither a widespread practice, nor are there many prior studies that tackle the potential of forecasting the comprehensiveness of governance and management models for tourist destinations that encompass stakeholders who represent the direct interests of local communities within the tourism system. Supported by a literature review, analysis of secondary data and the first-hand experience of the authors, it becomes apparent that the operational landscape of most organizations functioning as tourist destination managers is predominantly at the regional and local tiers. These very organizations are the ones that have been progressively evolving, displaying a readiness to introduce innovation in this realm. Implementing these models would represent an approach to governance more inclined towards a bottom-up style, thereby posing a challenge to the more rigid and commonly employed strategies that emanate from a centrally structured national framework.

Details

Worldwide Hospitality and Tourism Themes, vol. 15 no. 6
Type: Research Article
ISSN: 1755-4217

Keywords

Article
Publication date: 7 March 2018

Stephan Reinhold, Pietro Beritelli and Rouven Grünig

The need and legitimacy of destination management organizations (DMOs) are increasingly questioned. Still, the tourism literature provides little advice on how DMOs change and…

4207

Abstract

Purpose

The need and legitimacy of destination management organizations (DMOs) are increasingly questioned. Still, the tourism literature provides little advice on how DMOs change and finance their activities for the benefit of their destination-given contextual change. This conceptual article aims to contribute to filling this gap. The authors do so by proposing a typology of business models for destination management organizations.

Design/methodology/approach

With the help of typological reasoning, the authors develop a new framework of DMO business model ideal types. To this end, the authors draw on extant literature on business model typologies and identify key dimensions of DMO business models from the tourism literature.

Findings

The challenges DMOs face, as discussed in the tourism literature, relate to both ends of their business model: On the one end, the value creation side, the perceived value of the activities they traditionally pursue has been declining; on the other end, the value capture side, revenue streams are less plentiful or attached to more extensive demands. On the basis of two dimensions, configurational complexity and perceived control, the authors identify four distinct ideal types of DMO business models: the destination factory, destination service center, value orchestrator and value enabler.

Originality/value

The authors outline a “traditional” DMO business model that stands in contrast to existing DMO classifications and that relates DMO challenges to the business model concept. The typology provides an integrated description of how DMO business models may be positioned to create and capture value for the organization and the destination(s) it serves. The ideal types point to important interdependencies of specific business model design choices.

Details

Tourism Review, vol. 74 no. 6
Type: Research Article
ISSN: 1660-5373

Keywords

Article
Publication date: 15 June 2015

Dean Hristov and Anita Zehrer

This paper aims to serve as an introduction to a rather under-researched field. It aims to provide a conceptual definition of destination management organisations (DMOs) serving…

1581

Abstract

Purpose

This paper aims to serve as an introduction to a rather under-researched field. It aims to provide a conceptual definition of destination management organisations (DMOs) serving as leadership networks in destinations drawing on what is to be called the DMO Leadership Cycle – a guiding framework integrating the perspectives of management, governance and leadership to influence destination development trajectories.

Design/methodology/approach

A synthesis of the extant literature on destination management and governance, coupled with the latest academic contributions in destination leadership serves to uncover the existence of a gap in the way leadership is seen in the underpinned domain. DMOs are conceptualised and their role in serving as leadership networks in destinations is then critically discussed.

Findings

Perspectives of destination management, governance and leadership and their interaction with one another is fundamental to DMOs serving as leadership networks. The paper provides justification for and indicative definition of contemporary DMOs serving as leadership networks in destinations.

Research limitations/implications

The conceptual nature of this paper calls for empirical evidence where DMOs serving as leadership networks are further investigated in practice and across diverse political and economic contexts.

Practical implications

This paper aims to shape destination leadership practice by introducing an alternative, yet inclusive approach to leadership focussing on collective orchestration in destinations undertaken by DMO networks.

Social implications

The paper aims to trigger a discussion on the importance of all-encompassing and integrative leadership as a means for widening participation across diverse destination groups; to serve as an input into and ultimately – shape policy development.

Originality/value

This discussion provides an alternative perspective to the way we see leadership in destinations. The paper argues that “impactful” leadership is rather embedded in a formal structure and distributed in nature.

Details

Tourism Review, vol. 70 no. 2
Type: Research Article
ISSN: 1660-5373

Keywords

1 – 10 of over 22000