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Article
Publication date: 14 April 2014

Bodil Stilling Blichfeldt, John Hird and Peter Kvistgaard

Studies of destination management and leadership may over-emphasize unity and collaboration, thus producing romanticized accounts for such processes. This paper discusses…

2884

Abstract

Purpose

Studies of destination management and leadership may over-emphasize unity and collaboration, thus producing romanticized accounts for such processes. This paper discusses destination leadership from a less romanticized perspective – pointing to the various ways in which it intertwines with power.

Design/methodology/approach

The authors focus on the relationship between destination leadership and power networks offering a fresh look at the reality of collaborative processes in destinations. By exposing the latent or manifest networks of complex power relations in destinations, the authors disentangle the analysis of destination management and leadership from romanticized perspectives. A non-conventional vignettes approach is applied.

Findings

The concept of power offers more realistic descriptions and “thick” conceptualizations of destination leadership. Moreover, the predominance of more inclusive and bottom-up approaches to destination development necessitates advances in understandings of power relations at work at the destination. Furthermore, if DMOs are to successfully establish themselves as destination leaders, they need to position themselves in the midst of the power networks entailing relationships and interactions with and between destination stakeholders.

Originality/value

The paper demonstrates that power is not a characteristic of individual actors, but is instead a characteristic of relations. Moreover, power is defined as a potential and might therefore be latent and only occasionally be activated. Furthermore, in a destination multiple power-relations co-exist, effecting attempts to lead the destination. Therefore, the paper points to the existence of a series of bases of power and effects hereof on destination leadership.

Details

Tourism Review, vol. 69 no. 1
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…

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: 7 August 2018

Harald Pechlaner, Daniel Zacher, Christian Eckert and Lukas Petersik

The purpose of this paper is to discuss responsibility in tourism destinations. On the basis of a resilience approach, central aspects of leadership and of responsibility in…

Abstract

Purpose

The purpose of this paper is to discuss responsibility in tourism destinations. On the basis of a resilience approach, central aspects of leadership and of responsibility in destination networks are introduced and, a contribution to a conceptual analysis of the future viability of tourism destinations is made. This contributes to a better understanding of resilience from a destination management organization (DMO) perspective in the context of shared responsibility.

Design/methodology/approach

To achieve this goal, a qualitative interview series was conducted with destination managers in urban and rural areas. The interviews were evaluated using the method of GABEK®, in order to reveal and visualize semantic relationships between the specific statements. This method allows the representation of linkages and relationships of keywords from interview transcripts in the form of network graphs.

Findings

A major result is the existence of a network of leaders who take responsibility for tourism development within a tourism destination. Within this network, the destination manager once again plays a key role by developing and formulating visions, goals and strategies. In this context, the relevant employees of the DMO have an important role to play, since they are an important resource of tourism development due to their experience and competences.

Originality/value

The paper contributes to a practical view on the development of visions and strategies. It analyzes challenges and possible ways to communicate with the required political and public actors of the destination as well as with the service providers to regard destination development as a collaborative task.

Details

International Journal of Tourism Cities, vol. 5 no. 2
Type: Research Article
ISSN: 2056-5607

Keywords

Article
Publication date: 14 April 2014

Harald Pechlaner, Metin Kozak and Michael Volgger

This special issue of Tourism Review provides an original body of work that complements existing research on tourist destinations, and offers an opportunity for tourism research…

3644

Abstract

Purpose

This special issue of Tourism Review provides an original body of work that complements existing research on tourist destinations, and offers an opportunity for tourism research to contribute to broader leadership theorizing.

Design/methodology/approach

This editorial introduction embeds the included papers into general reflections about destination leadership.

Findings

This introduction summarizes how the papers in this special issue contribute to two streams of research: First, the papers use and advance leadership theories that are particularly suited to inter-organizational contexts, such as distributed and systemic leadership. Second, they illustrate that destination leadership needs to be treated and understood in relationship to governance arrangements, power structures, and social networks among leaders.

Originality/value

Sustainable destination competitiveness greatly depends on effective strategies as well as efficient and inclusive processes and structures. Existing research on destination management and destination governance clearly illustrates the relevance of these requirements. However, the human factor in the form of motivation, inspiration, and role modeling – i.e. destination leadership – is also crucial. Yet, so far leadership has not received the necessary attention in both tourist destinations and networked environments in general. This is all the more remarkable since social networks pose particular challenges for leadership.

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