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This paper aims to analyze how smart city construction affects destination competitiveness and elucidates the potential mechanisms of digital economy. Also, the regional heterogeneity of smart city construction’s influence on destination competitiveness is discussed.

Given the quasi-natural experiment characteristics of China's smart city construction pilot, this study applies a time-varying difference-in-differences approach using a panel dataset of 272 Chinese prefectural-level cities to examine the causal effects of smart city construction on destination competitiveness.

Results indicate substantial enhancement of urban destination competitiveness from smart city construction, with this effect escalating annually. Digital infrastructure and digital finance serve as influence mechanisms. The positive impacts of smart city construction on urban tourism competitiveness do not differ by geographic location, rather there are significant differences between cities of different administrative levels. The impact of smart city construction on destination competitiveness is more significant in low administrative level cities. The improvement of economic development level and innovation ability helps to exert the positive impact of smart cities on tourism competitiveness.

This study constructs a new panel data set for smart city construction and destination competitiveness based on multi-source data and posits a theoretical linkage among smart city construction, digital economy and destination competitiveness. This paper provides invaluable insights on how to boost destination competitiveness by creating smart cities and leveraging the digital economy. Tourism sectors should proactively engage in smart city construction and foster the digital transformation of tourism.

本文旨在分析智慧城市建设如何影响目的地竞争力, 并阐明数字经济的潜在机制。此外, 还讨论了智慧城市建设对目的地竞争力影响的区域异质性。

鉴于中国智慧城市建设试点的准自然实验特征, 本研究基于272个中国地级城市的面板数据集, 采用双重差分方法检验了智慧城市建设对目的地竞争力的因果影响。

研究结果表明, 智慧城市建设显著增强了城市目的地竞争力, 这种影响每年都在增加。数字基础设施和数字金融是影响机制。智慧城市建设对城市旅游竞争力的积极影响不因地理位置而异, 不同行政级别的城市之间存在显著差异。智慧城市建设对低行政级别城市目的地竞争力的影响更为显著。经济发展水平和创新能力的提高有助于发挥智慧城市对旅游竞争力的积极影响。

本研究基于多源数据构建了一个新的智慧城市建设和目的地竞争力面板数据集, 并在智慧城市建设、数字经济和目的地竞争之间建立了理论联系。本文就如何通过创建智慧城市和利用数字经济来提高目的地竞争力提供了宝贵的见解。旅游部门应积极参与智慧城市建设, 促进旅游业的数字化转型。

El objetivo de este artículo es analizar cómo afecta la construcción de ciudades inteligentes a la competitividad de los destinos y dilucidar los posibles mecanismos de la economía digital. Se aborda también la heterogeneidad regional de la influencia de la construcción de ciudades inteligentes en la competitividad de los destinos.

Dadas las características de experimento casi natural del proyecto piloto de construcción de ciudades inteligentes en China, este estudio aplica un enfoque de diferencias en diferencias temporales utilizando un conjunto de datos de panel de 272 ciudades chinas de nivel de prefectura para examinar los efectos causales de la construcción de ciudades inteligentes sobre la competitividad de los destinos.

Los resultados indican una mejora sustancial de la competitividad de los destinos urbanos gracias a la construcción de ciudades inteligentes, efecto que aumenta cada año. La infraestructura digital y las finanzas digitales actúan como mecanismos de influencia. Los efectos positivos de la construcción de ciudades inteligentes sobre la competitividad Del turismo urbano no difieren en función de la ubicación geográfica, sino que las diferencias significativas se producen entre ciudades de diferentes niveles administrativos. El impacto de la construcción de ciudades inteligentes en la competitividad de los destinos es más significativo en las ciudades de bajo nivel administrativo. La mejora del nivel de desarrollo económico y la capacidad de innovación contribuyen al impacto positivo de las ciudades inteligentes en la competitividad turística.

Este estudio construye un nuevo conjunto de datos de panel para la construcción de ciudades inteligentes y la competitividad de los destinos basado en datos de múltiples fuentes y plantea un vínculo teórico entre la construcción de ciudades inteligentes, la economía digital y la competitividad de los destinos. Este artículo ofrece un valioso conocimiento sobre cómo impulsar la competitividad de los destinos mediante la creación de ciudades inteligentes y el aprovechamiento de la economía digital. Los sectores turísticos deberían participar de forma proactiva en la construcción de ciudades inteligentes y fomentar la transformación digital del turismo.

Rural tourism has emerged as one of the potential economic contributors to the country’s economic growth. To this extent, tourism stakeholders are aware of the rural tourism destination competitiveness where the development should be aligned with the objectives to achieve destination competitive advantage. Given the importance of studying factors that contribute to the development of rural tourism competitive advantage, the present study aimed to propose a research framework by identifying six predictors from the local community based on their experiential knowledge.

Data were gathered through a structured questionnaire survey where 144 respondents comprising local communities from Kampung Semadang – Borneo Heights, Sarawak, Malaysia – were involved. To assess the developed model, SmartPLS 2.0 (M3) was applied based on path modelling (measurement model assessment) followed by bootstrapping analysis (structural model assessment).

Interestingly, the findings revealed that the communities believed economic, socio-cultural and environmental impacts significantly contributes to the development of rural tourism competitive advantage. Additionally, communities from Kampung Semadang viewed that both community knowledge and support for tourism greatly affect the development of rural tourism destination competitive advantage. Surprisingly, there was no significant relationship between stakeholder involvement and rural tourism competitive advantage.

From a practical point of view, the findings of the study provide valuable information to tourism stakeholders and policy planners about the importance of tri-dimensional tourism impacts, as well as community knowledge and support in the development of rural tourism destination competitive advantage. In line with policy development or planning for rural tourism development, the tourism stakeholders should pay more concern on the tri-dimensional impacts, the importance of community knowledge about tourism and gaining the community support for tourism development to achieve the goal of competitiveness.

There is lack of study in investigating the development of rural tourism competitive advantage with a holistic framework. This paper studies the intended or unintended economic, socio-cultural and environmental impacts triggered by the tourism activities. This study has also investigated the local communities’ knowledge and supports toward tourism as the community efforts determine the success of a destination management, especially in the rural area. Stakeholder involvement was also examined as the collaboration among relevant parties to create competitive advantage is essential to achieve sustainable rural tourism.

This chapter presents and analyses the application of the novel version of the Intertwining Model in two tourist destinations which are strongly and successfully related to Christmas events and products in Brazil and in Finland. This analysis serves as an attempt to monitor the process of tourism development taking into account the policies implemented through time and the inter-relations between them, from the destinations' vocation for Christmas tourism. This analysis identifies stages in the evolution of public policies and their relationship to the networks of different actors, at the phases of development. This chapter confirms that as the model indicates, stakeholders have multiple roles.

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.

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.

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.

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.

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.

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

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.

Drawing upon an analysis of resident and visitor survey data and Macau Government Tourist Office (MGTO) press releases in 2012, the purpose of this paper is to understand the tourism destination image for this tourist historic city produced by these three key stakeholder groups in Macau.

This is achieved using a new stakeholder analysis tool, developed from previous studies, which compares the perspective of the MGTO, the city’s destination marketing organization, with that of its residents and visitors. This study examines the perceptions that residents and visitors have about the general images projected and generated in Macau.

This research highlights the multiplicity of images and producers of images in Macau.

The lesson from this case study is that public sector agencies need to acknowledge more clearly the tourism planning role of the host community in particular. The possibility of detecting disconnections and misalignments of shared destination imagery by residents and visitors has implications for the public sector in Macau and other destinations in relation to managing and developing a destination and contributes to a greater understanding of stakeholders and sustainable tourism development overall.

This paper deals with partnerships, clusters and innovation systems from a governance perspective. Very little tourism research has used this perspective, and relatively little attention has been brought to the two latter of the mentioned models. It is argued that the governance perspective makes sense when dealing with these models in the tourist destination context. As will be shown, the models draw attention to different features of governance and even suggest different forms of governance and government involvement. It also concludes that the partnership perspective makes sense in basically all tourist destinations, while fewer qualify for the cluster model, and even fewer for the innovation system model. Empirical observations are drawn from different studies of the Swedish ski resort of Are.

Tourist destinations are constantly changing products, evolving as per the controls exerted by the stakeholders. The study aims to map the pattern of tourism development and identify the strategies formed at the destination over a seven-decade period for a state as a unit of analysis.

The paper evaluates tourism development through the tourism area life cycle (TALC) model and uses Mintzberg's strategy analysis process to identify strategies. The study involves time series analysis, pattern matching and explanation-building techniques. The TALC is plotted for the number of tourist arrivals from 1947 to 2019, and strategies are mapped for each stage.

The TALC shows a cycle-recycle pattern of tourism development. The research revealed several strategies at different stages. Both the central and state governments and entrepreneurs, distinctively and in conjunction, have formed strategies. The pattern shows the period of piecemeal and global strategic changes contributing to tourism development.

The research unearths the strategies that drive the development curves of TALC, emphasising the integration of TALC with other theories. The research also assesses the strategy formed in the pre-tourism stage.

The research brings to light the use of TALC as a strategic road-mapping tool. In addition, the study emphasises the significance of global and piecemeal strategic periods and stakeholder's regulatory and operational roles.

The research uses a unique methodology that maps the strategies, periods of strategic changes and incremental strategies for each stage of TALC, along with identifying the stakeholders.

Destination 21 is a new national eco‐label for Danish tourism destinations established in 2000. It is intended to help destinations reach sustainable tourism development by working towards a number of national and local sustainability objectives. This paper discusses these objectives in relation to the underlying ambition to use the eco‐label to market Denmark in international markets. The concept of sustainable tourism development is somewhat controversial when compared to the original agreements on sustainable development, established through the Brundtland report and other UN documents. The different dimensions of sustainable development in general are less easy to adapt to the compromises needed when focusing on tourism development alone.

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).

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.

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.

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.