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The purpose of this paper is to analyse the role of female entrepreneurs in the development of sustainable tourism in marginal rural mountain areas. This role is studied with reference to two focal points: female entrepreneurs’ involvement in the creation and management of tourism/hospitality services characterized by elements of authenticity, experientiality and innovation (Focus 1) and their willingness to create or participate in local stakeholder networks (Focus 2).

Exploratory research was conducted in mountain areas where tourism development is still marginal. In depth face-to-face interviews were conducted with 11 businesswomen in Trentino (Italy), who agreed to take part in this study.

Female entrepreneurs play a very important role in the development of sustainable mountain tourism. Elements of authenticity, experientiality and innovation are shown to be characteristic of female entrepreneurship, as is women’s propensity to create and foster local stakeholder networks (directly or indirectly) linked to their own businesses.

In the light of the exploratory nature of this study, a small convenience sample was used.

This research highlights specific features of female entrepreneurship related to the sustainable development of marginal rural areas and contributes to the academic debate on the topic. This topic is under-researched with regard to developed countries.

Upon the changes that have taken place in the tourist sector since the 7 990s, the SMTEs and the destinations where they operate are called to reflect on the opportunity to redefine the strategic and organizational assets that have distinguished them until now in order to respond to new needs and desires coming from a more segmented demand side. This paper presents the results of a research project conducted in the Dolomites, the most important alpine area in terms of numbers of tourists, representative of a community tourist destination and where the tourists do not defer to intermediaries to organize the vacation (do‐it‐yourself tourists). The Dolomites are now in the “mature” phase of the development life cycle and as such need a new approach to the market in order to maintain loyalty among current visitors and to gain loyalty in new tourist segments. The research was done in the summer 2001 and winter 2001–2002 by administering 5,000 online questionnaires to a representative sampling of “do‐it‐yourself” tourists. The objective was to study the decision‐making and behavioural models of do‐it‐yourself tourists and to build profiles of tourists who choose this destination. From these profiles it is possible to identify strategies that the SMTEs and the alpine destination as a whole could undertake to achieve the goals described above. The research highlights the importance for SMTEs to overcome the entrepreneurial spontaneity and to adopt an informed and planned business strategy. In this scenario the Regional Tourist Boards emerge as important actors that can play a key role in meta‐management.

One of the main challenges of “good tourism intelligence governance” is to balance and manage the interests of private enterprises, public administrations, and civil society, and to find the right mix between strategic and operational governance. An innovative governance model was introduced in 2011 in emerging rural destinations within the three years’ European project “Listen to the Voice of Villages.” By means of in-depth interviews carried out in summer 2014 in Italy, Austria, Germany, and Slovenia, this chapter investigates how this model of governance was deployed and performed. Findings suggest that this model is effective and sustainable, promotes and supports knowledge transfer and as such it can be recommended for implementation in other emerging rural destinations.

The purpose of this paper is to identify primary and secondary stakeholders for the development of community‐type destinations and to analyse how the difference in power characterizes them with regards to how they value specific rules and how they estimate trust and control in the destinations. From this analysis it is possible to draw useful indicators for the definition of the destination governance.

The paper takes the form of a literature review and field research. The literature review considers network approach and stakeholder approach in order to analyse the actors involved in the tourist offer (size of the network and characteristics of the nodes) and their influence reputation for identifying primary and secondary stakeholders within the destination. The field research is carried out in two community‐type destinations in the Alps. In both destinations, tourism is the main economic activity, as it involves a multiplicity of public and private stakeholders; the two destinations do differ for some important factors, like the kind of DMOs and the path of tourism development.

The research identifies and investigates primary and secondary stakeholders within community‐type destinations and their opinions about the involvement of public and private actors for the development of the destinations and their judgements regarding trust and control.

Results are limited to two community‐type destinations.

The research adopts an innovative methodology to identify primary and secondary stakeholder of community‐type destinations and highlights some indicators for the definition of the destination governance (e.g. level of community participations, role of private and public actors, influence of trust and control).

Most Alpine destinations are currently in the mature phase of the development life cycle, placing them near the precipice that leads toward a period of irreversible decline. After describing the principal reasons for this phenomenon, the paper aims to set forth a strategic response, within the logic of destination re‐engineering, that is based on recent changes in the motivations and behaviors of tourists. A new market segment has emerged that shows a heightened sensitivity to environmental protection, local cultural preservation and to the overall authenticity of the vacation experience. This segment, defined with several terms (eco‐tourism, nature‐based tourism, responsible tourism …), is potentially a very important market in terms of both quantity and quality, on the condition that the destinations should be able to compete by maintaining originally and authentically attractions.

The study is based on field research with the administration of about 1,000 questionnaires to tourists in one of the main valleys in the Dolomites.

The paper presents a definition (including the diverse approaches emerging thus far) and a set of descriptive variables of the tourist segment identified as “4L tourism” (landscape, leisure, learning and limit), which could provide the mature destinations to innovate the offering in a sustainable way.

The results make it possible to identify some elements of a behavioral and motivational profile of a new segment of tourist, and to identify new offerings.

The paper presents identification and analysis in the logic of destination marketing of an emerging segment of tourist.

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.

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.

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.

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.

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.

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.

In this session, chaired by Prof. Egon Smeral, four papers have been presented, all concentrating on new instruments for improving marketing in tourism.

Profiles the WHATT theme issue: “Tourism sustainability in natural, residential and mountain locations: What are the current issues and questions?” with reference to the experiences of the theme editors and writing team.

The author has used structured questions to enable the theme editors to reflect on the rationale for the theme issue question, the starting-point, the selection of the writing team and material and the editorial process.

This paper identifies some of the key challenge for sustainable tourism in natural spaces and mountain areas with reference to the issues that impede sustainability and possible solutions.

The theme issue outcomes provide indicators and action points for tourism industry stakeholders and for teaching and research in sustainable tourism development.

This paper draws on discussion and applies research to identify and assess the scope and scale of action needed to address tourism sustainability in a diverse range of locations, with particular reference to Europe. Taken together, the theme issue collection of articles provides a rich picture of the changes that are needed and key actions for the future.