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The most recent global and regional developments bring about a change in vocational needs required from new recruits in the tourism industry and ask for revised training programmes to be introduced by future decision‐makers (Hofstetter 2004). Several studies have been conducted in terms of job requirements in tourism‐related fields, and a number of qualifications have been identified (Weiermair 1999): communicative skills, empathy, motivation, decision‐making abilities, planning abilities and improvisation abilities. The purpose of any education programme in tourism must be to explain the true nature of the tourism phenomenon through seminars, trainings, workshops, and academic curricula. It must be directed to public and private sectors of the tourism industry, as well as external agencies. The paper reports a study carried out in August 2005 on the training programme offered in South Tyrol for employees of tourism organizations. A standardized online questionnaire was sent to employees of tourism organizations to reveal the importance and satisfaction with the training offer as well as the value of IT in teaching and training. The results provide implications for future tourism curricula, particularly for employees of tourism organizations.

Globalization and internationalization tendencies imply new challenges for small and medium‐sized enterprises (SMEs), which are either facing the pressure to achieve short‐term profits, or have to attract new market segments by means of long‐term strategies. This trend raises the question of growth perspectives of SMEs and their future development. The paper gives an insight into selected growth theories, entrepreneurship and SMEs, firm competencies, core competencies and the wellbeing of entrepreneurs as a growth indicator. The majority of SMEs are run by the family and characterized by low growth rates or even stagnation, and relatively low market entry and qualification barriers. An exploratory study was carried out among 3‐ and 4‐star hotels in South Tyrol (Italy) in 2004 for a better understanding of the driving forces, growth barriers, entrepreneur's satisfaction, and prerequisites and incentives of growth.

This paper aims to show the economic impact of congress tourism and the sectors involved. In South Tyrol congress tourism may be considered niche tourism. It does not concern the South Tyrolean valleys, where tourist impact is high, but only the main towns.

The study consists of a quantitative analysis. A questionnaire has been drawn up and handed over to conference attendees during the last day of their presence at the event. The questionnaire is structured in three main parts: characteristics of the conference delegates and their stay, expenses related to the conference, and other expenses. The second and third sections aim at detailing expenditure and subdividing it into the following items: registration fees, transport, accommodation, food and drink, goods and services, cultural activities, sports and entertainment.

In South Tyrol the average total expenditure of congress delegates per day is higher than that of a traditional tourist. It must be considered that non‐event‐related expenses are very often included in the registration fees under the item “social programme”. As a consequence the total expenses are in fact higher. The question of registration fees actually plays a very important role, as it is a financially rather relevant item from which the destination normally benefits almost in full.

The survey succeeds in analysing the expenditure of conference delegates not only for board and lodging but also for leisure activities, as well as for the purchase of other goods and services like cultural, sports and entertainment activities during their conference stay in the region of South Tyrol.

The purpose of this paper is to discuss the importance of cross‐sectoral co‐operations and the potential role of tourism organizations in an integrated location management system, using the regional governance approach. The coordination between participants and the development of economic dynamics by coordinated networks are important factors determining the competitiveness of locations.

The paper undertook a qualitative and quantitative survey in Bavaria, which analyzed the role of a tourism organization in the location, using the example of cross‐sectoral interaction with the brewing industry. First, a qualitative explorative study was conducted analyzing the potential cross‐sectoral activities of the tourism organization with the brewery industry in Bavaria, and examined the indicators of power and legitimacy. A further quantitative survey was then carried out to assess the current situation of the cross‐sectoral interaction of the Bavarian tourism organization with the brewery industry and the position of the tourism organization in the location.

The results show that the role of the tourism organization in cross‐sectoral interactions with other parties in a region where tourism does not play a major role is not strong. It lacks the power to take a leading part in determining a region's attractiveness, and needs to develop its expertise as a cross‐sector intermediary for an integrative location management process. The results indicate potential for improvements in the field of communication and interaction to strengthen the position of the tourism organization.

The study results reveal that the philosophy of cross‐sectoral thinking is not yet strongly developed in the Bavarian tourism organization. It should develop a stronger network‐oriented perspective if it wants to become an intermediary between the local sectors and industries.

Applying the findings of the regional governance theory, the paper demonstrates the potential contribution of tourism organizations as cross‐sector intermediaries for location management processes, so that the various attractions at a location can all profit by working towards a more competitive and attractive location.

Minority areas, with their cultural distinctiveness and a strong tendency to cultivate and preserve cultural identities, can offer guests special added value as tourist destinations. This study seeks to address whether and to what extent locals and guests of tourist areas populated by minority populations perceive and are aware of the uniqueness, variety and potential of the minority in a region.

Research has already been developed that analyses the inter‐relations between the local population and tourism, but is scarce regarding national minorities and tourism. This paper pursues a new research field focusing on the potential of tourist destinations that offer specialised characteristics due to their cultural, ethnic or minority populations. The authors carried out an empirical study using quantitative, standardised questionnaires in 2008 in two minority areas: South Tyrol, Italy (which has a Ladin minority population) as well as Transylvania, Romania (which has a German and Hungarian minority population). The South Tyrol situation is doubly unusual, because the Ladin minority population is a minority within the German minority region in Italy.

The study shows that ethnic minority populations can definitely offer added value for holidaymakers in tourist destinations. The special interest and attraction of these types of holiday stay for guests is explained, above all, by the varied cuisine and the locals' proficiency in languages (South Tyrol) as well as the specific architecture and the more extensive cultural offerings (Transylvania). In Transylvania no significant differences and in South Tyrol significant differences in the perception of the special cultural situation by locals and guests have been observed.

This study was confined to 250 interviewees per group and study region, due to budget restrictions. Compared to the volume of research on native population and tourism, research on minorities and tourist activities is quite new. Therefore this research paper provides only an exploratory study and could be developed further.

The paper shows that ethnic minorities, with their customs and traditions, languages and architectural styles, can definitely offer added value for holidaymakers.

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).

The systemic nature of tourism products generates the need for a broad involvement of destination stakeholders in the destination management organization's (DMO) activities and makes destination governance, defined as the setting up and developing of rules and mechanisms for business strategies by involving stakeholders (Beritelli et al.), an interesting topic. Over the last seven years the authors have conducted an in‐depth study of governance and performance of 13 European tourism destinations – three mountain and two seaside destinations, four urban cities and four small heritage cities (Sainaghi; d'Angella; De Carlo and Dubini) – which represent an interesting sample to study this topic. This paper aims to discuss these issues.

A qualitative methodology is adopted; applying a theoretical model (Airoldi et al.) to the sample, the authors analyzed the governance structure of the selected destinations in terms of typologies of stakeholders involved, contributions provided, rewards obtained, decision‐making processes and mechanisms which link these four components.

The clinical cases (Yin; Eisenhardt) reported in the paper reveal several archetypes in destination governance structures defined according to different variables: destination manager characteristics; amount (absolute and relative) of financial contributions managed by the destination manager; financial model (firms and public bodies participation in destination manager annual budget); number of actors participating in the governance structure; number of actors participating in permanent meta‐management activities.

The empirical analysis offers interesting implications for both the academic debate and practitioners. From an academic point of view, this categorization enriches the academic contributions on destination governance, which are often descriptive. Moreover, the model allows identifying key variables and relationships in order to analyze and assess destination governance structures. At the same time, this framework offers interesting insights for destination managers responsible for the design and management of the governance structure.

This paper proposes a model originally projected to analyze firms' governance for the analysis of DMOs governance. The authors decided to apply this model because it offers a new perspective to study destination governance, which considers the complexity of the environment and the different kinds of relationships between stakeholders.

The purpose of this paper is to analyze the variety of relations existing in tourism networks, identified as complex and mutable entities, where a vast range of stakeholders coexist.

After a deep review on stakeholder theory, the research applies techniques of network analysis to a case study. Specifically, the analysis focuses on 354 hospitality firms acting in Molise Region (Italy). Each operator was asked to judge the importance to collaborate with other stakeholders to enhance the effectiveness of their management and marketing activities. The answers highlight the degree of preference among stakeholders and the resulting information is the level of confidence in the network.

Results confirm the importance of intensifying relationships between tourism companies themselves and between them and policy makers. It appears that public stakeholders are more important for both management and marketing activities than private sector, since they place a much higher position in the scale of preference.

The paper provides a starting‐point for further research about non‐quantitative destination performance measurement, such as trust and commitment between the stakeholders in tourism destination, and the use of network analysis' techniques.

Destination managers and policy‐makers may use techniques of network analysis to elaborate useful information for planning and managing the relationships inside the tourism network.

The paper offers a novel approach for developing network analysis in tourism network literature. It explores non‐quantitative destination performance measurements and uses management and marketing activities to analyze relationships between public and private stakeholders.

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.

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.

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.

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.