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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.

2240

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.

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…

1589

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

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…

1086

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: 14 April 2014

Anita Zehrer, Frieda Raich, Hubert Siller and Franz Tschiderer

Co-operation activities play a central role for the development of a tourism destination, and require a co-operative approach among numerous different actors to manage and market…

2381

Abstract

Purpose

Co-operation activities play a central role for the development of a tourism destination, and require a co-operative approach among numerous different actors to manage and market a tourism destination. This paper aims to describe the characteristics of leadership networks in tourism destinations and their impact on destination development.

Design/methodology/approach

The paper discusses network relationships of destination leaders, as in their collectivity, leaders shape and influence the destination's core services, strategic orientation and innovation capability. The research is based on the examination of relevant literature and a quantitative survey conducted in five selected tourism destinations in the Tirol, Austria.

Findings

The article discusses leadership networks in community-structured destinations, providing insights into its organizational structure and dynamic behaviour. Moreover, the paper illustrates the network characteristics and its influence on the development of the tourism destination. Thus, implications for destination management can be derived.

Originality/value

Discussions on leadership have usually been limited to firms and have not yet fully embraced the network and destination level. The originality of the paper is to provide insights in destination leadership and networking activities of leaders within destinations by means of a quantitative approach and thus adds to the growing body of literature on the functionalities of destination leadership networks, their structures and mechanisms.

Details

Tourism Review, vol. 69 no. 1
Type: Research Article
ISSN: 1660-5373

Keywords

Article
Publication date: 27 March 2020

Ali Heidari, Hamid Reza Yazdani, Fatemeh Saghafi and Mohammad Reza Jalilvand

Within a religious tourism destination, the study of business networks can be used to improve understanding of the interactions taking place within or among businesses, by…

Abstract

Purpose

Within a religious tourism destination, the study of business networks can be used to improve understanding of the interactions taking place within or among businesses, by exploring the informal and formal connections linking them together. Hence, the purpose of this study is to map and analyze strategic business networks operating in a religious destination.

Design/methodology/approach

This research explores the networks of stakeholders associated with a religious context in an intensive single case study on Al-Atabat Al-Aliyat in Iraq through qualitative analysis. Multiple methods of data collection were used to build strategic networks promoting religious tourism in the Middle-East region. Key analysis practices include content analysis and social network analysis (SNA). The identified interrelationships between stakeholders were analyzed by using UCINet, an SNA tool.

Findings

The study reveals three different types of cooperation networks in the case of Al-Atabat Al-Aliyat, namely, a 67-actor continuous network, a 69-actor non-Arbaeen network and an 89-actor Arbaeen network. The results also pinpoint the need for more collaborative activities on the different levels of cooperation in the networks.

Practical implications

This paper provides important guidelines on how to manage the interrelationships within tourism networks in a religious destination such as Iraq. The findings highlight the acute need for establishing strategic and effective networks of stakeholders in Al-Atabat Al-Aliyat. Non-tangible, long-term and quantitative benefits can be found for tourism businesses investing time and money in religious networks in Iraq.

Originality/value

The research contributes to religious tourism literature, filling the gaps about how the interrelationships among the actors involved in a business network can evolve over time and influence the success of a certain religious destination.

Details

Journal of Islamic Marketing, vol. 12 no. 2
Type: Research Article
ISSN: 1759-0833

Keywords

Book part
Publication date: 12 July 2006

Megan Woods and Jim Deegan

Quality has been widely recognised as an important source of competitive edge in the tourism industry. Much of the focus of research to date has been on the individual firm…

Abstract

Quality has been widely recognised as an important source of competitive edge in the tourism industry. Much of the focus of research to date has been on the individual firm. However, there has been a shift from interfirm competition to interdestination competition, resulting in a lacuna in the research and a need for more attention to be afforded to management of quality at the destination level. Given the fragmented and diverse nature of the tourism destination, many researchers have underlined the need for co-operation in any effort to improve quality at the destination. However, there is often a reluctance among tourism businesses, particularly small- and medium-sized tourism enterprises (SMTEs) to cooperate. This paper sheds light on the impact of training on interfirm dynamics within a destination quality management network. The findings revealed that training of network members influenced the development of a referral system, which in turn helped to create a tourism quality value chain for the visitor.

Details

Advances in Hospitality and Leisure
Type: Book
ISBN: 978-1-84950-396-9

Article
Publication date: 12 August 2014

Piotr Zmys̀lony

The paper aims to propose a method of identifying and evaluating leadership potential of stakeholders in emerging tourist destinations and to verify this method in three Polish…

Abstract

Purpose

The paper aims to propose a method of identifying and evaluating leadership potential of stakeholders in emerging tourist destinations and to verify this method in three Polish destinations. Developing destinations miss well-established networking structures and management experiences. The greatest impact on their success is made by the most active stakeholders who are able to pool and mobilise partners and coordinate their efforts to realise common goals.

Design/methodology/approach

The research is based on a stakeholders’ potential analysis and the network approach. To identify destination leadership, the method – adapted from an axiological analysis of regional development participants – is used and verified in rural, coastal and mountain destinations in Poland. An in-depth analysis of stakeholders representing the public, private and non-profit sectors is conducted to assess their leadership potential. Ultimately, 183 interviews were conducted.

Findings

Based on literature review, five dimensions of destination leadership were identified, namely, networking capability, analytical abilities, impact capability, economic potential and legitimacy. In emerging destinations, the most influential stakeholders are characterised by strong impact, analytical leadership capabilities and legitimacy.

Research limitations/implications

The paper provides insights into destination leadership discussion and research. The limited number of verification cases and limited qualitative data analysis could be seen as its limitation.

Practical implications

Emerging destinations have incomplete leadership. An imbalanced structure of destination leadership may have serious consequences on stability and development of destinations; it also affects the process of identification of potential leaders.

Originality/value

The paper is original because it proposes an innovative method of identifying destination leadership, especially in emerging destinations.

Details

Tourism Review, vol. 69 no. 3
Type: Research Article
ISSN: 1660-5373

Keywords

Article
Publication date: 12 August 2014

Anja Tuohino and Henna Konu

The purpose of the paper is to study how the local stakeholders of three different tourism destinations consider who is responsible for the development of a tourism destination

2802

Abstract

Purpose

The purpose of the paper is to study how the local stakeholders of three different tourism destinations consider who is responsible for the development of a tourism destination (if identifiable) and why.

Design/methodology/approach

This study takes a multiple case study approach. Three different destinations are compared. A qualitative research method was chosen. The data are based on the interviews of tourism and wellbeing professionals (tourism entrepreneurs, experts and regional developers).

Findings

The interview results suggest that destination leadership seems to be context-dependent. Competition, co-operation and coopetition all occur in different forms in different regions. Various kinds of co-operation are distinguishable between stakeholders of case regions, and the level of leadership among actors varies in the regions; one region is strongly managed by marketing company, while on other the co-operative store chain is apparently dominant. The roles of local educational institutes also varied depending on the case area. In addition, some entry barriers were identified.

Research limitations/implications

The data were collected three to four years ago, so some changes in the areas and in the roles and relationships of diverse stakeholders may have occurred.

Practical implications

By identifying challenges faced in diverse regions diverse destination managers can identify challenges likely to occur at destinations with similar management structures.

Originality/value

The paper discusses the challenges and roles of diverse stakeholders in destination management by using empirical cases.

Details

Tourism Review, vol. 69 no. 3
Type: Research Article
ISSN: 1660-5373

Keywords

Article
Publication date: 4 June 2020

Marco Valeri and Rodolfo Baggio

The purpose of this paper is to provide an overview of how quantitative analysis methods have been and can be used to improve the competitiveness of tourism destination. The focus…

1865

Abstract

Purpose

The purpose of this paper is to provide an overview of how quantitative analysis methods have been and can be used to improve the competitiveness of tourism destination. The focus of the study is social network analysis (SNA).

Design/methodology/approach

The research methodology is qualitative and consists of the review literature relevant to this thesis. This methodology is necessary to give an account of the methods and the techniques adopted for the data collection used in other economic sectors.

Findings

SNA is needed to analyze the creation and configuration of communities of practice within destination and to identify possible barriers to effective interaction. Essentially, it is a complex adaptive socio-economic system. It shares many (if not all) of the characteristics usually associated with such entities, namely, non-linear relationships among the components, self-organization and emergence of organizational structures, robustness to external shocks.

Research limitations/implications

The most important limit of this paper is that all the results presented here do not concern a single case study. Future research studies will provide a larger number of cases and examples to give the necessary validation to the findings presented here.

Practical implications

This paper provides a view into the network of relationships that may give tourism organization managers a strong leverage to improve the flow of information and to target opportunities where this flow may have the most impact on regulatory or business activities.

Originality/value

SNA can help to detect actual expertise and consequently project the potential losses deriving from an inefficient flow of knowledge. In addition, the authors will be able to define roles in the organizational networks and make an evaluation of informal organizational structures over the formal ones. Traditional organizational theories lack a concrete correspondence with mathematical studies and in this respect the authors sought to identify a correspondence.

Details

International Journal of Organizational Analysis, vol. 29 no. 2
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 23 May 2022

Caihua Yu, Tonghui Lian, Hongbao Geng and Sixin Li

This paper gathers tourism digital footprint from online travel platforms, choosing social network analysis method to learn the structure of destination networks and to probe into…

Abstract

Purpose

This paper gathers tourism digital footprint from online travel platforms, choosing social network analysis method to learn the structure of destination networks and to probe into the features of tourist flow network structure and flow characteristics in Guilin of China.

Design/methodology/approach

The digital footprint of tourists can be applied to study the behaviors and laws of digital footprint. This research contributes to improving the understanding of demand-driven network relationships among tourist attractions in a destination.

Findings

(1) Yulong River, Yangshuo West Street, Longji Terraced Fields, Silver Rock and Four Lakes are the divergent and agglomerative centers of tourist flow, which are the top tourist attractions for transiting tourists. (2) The core-periphery structure of the network is clearly stratified. More specifically, the core nodes in the network are prominent and the core area of the network has weak interaction with the peripheral area. (3) There are eight cohesive subgroups in the network structure, which contains certain differences in the radiation effects.

Originality/value

This research aims at exploring the spatial network structure characteristics of tourism flows in Guilin by analyzing the online footprints of tourists. It takes a good try to analyze the application of network footprint with the research of tourism flow characteristics, and also provides a theoretical reference for the design of tourist routes and the cooperative marketing among various attractions.

Details

Data Technologies and Applications, vol. 57 no. 1
Type: Research Article
ISSN: 2514-9288

Keywords

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