Approaches to the Economization of Cultural Heritage in Context of Destination Management in the Czech Republic

Gajdošík, Tomáš; Hrubcova, Gabriela; Sramek, J.; Tittelbachová, Šárka

doi:10.7441/joc.2015.01.02

Cited by 4 publications

(4 citation statements)

References 13 publications

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“…Since, several authors have identified as a decisive factor the lack of relevant information provided by the stakeholders (António & Serra, 2015;Gajdosík, Hrubcová, Srámek, & Tittelbachová, 2015), every study and information generated about the needs and perceptions of stakeholders will contribute to the effective management of a Destination Management Organization. Chimborazo province requires to shape better institutions and policies that enhance the empowerment of stakeholders involved in tourism to promote their active participation in the definition of strategies associated with the process of sustainable development of tourism.…”

Section: Local Resident Stakeholdersmentioning

confidence: 99%

Stakeholders’ Perceptions About a Destination Management Organization (DMO): A Case Study in Chimborazo, Ecuador

Quevedo,

Herrera,

Aldaz

et al. 2024

JESR

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A Destination Management Organization (DMO) is an entity destined to make operative, administrative, organizational, and strategic decisions to maintain a coordinated management of the process associated with the design, marketing, and commercialization of the destination. This study aimed to identify the stakeholders’ perceptions about the Chimborazo DMO, located in the Andean region of Ecuador. Therefore, three focal groups of stakeholders were selected (local residents, tourists, and business owners) and a questionnaire was applied using a 5-point Likert scale. A Cronbach’s alpha was calculated to determine the reliability of the data obtained and a Chi-square contingency analysis was performed between the stakeholder groups to identify if the perception about the role and effectiveness of the Chimborazo DMO differs in dependence of the stakeholder group. Our results evidence that the stakeholders considered in this study have a positive opinion about the role of the DMO in the development, being the main common aspect identified: the need for an adequate promotion of the Chimborazo province. The information generated here could be useful to generate policies that benefit the Chimborazo tourism sector and serve as the basis for further work dealing with the stakeholder’s identification and the assessment of the DMO influence in the territory development. Received: 26 May 2023 / Accepted: 28 December 2023 / Published: 5 January 2024

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Section: Local Resident Stakeholdersmentioning

confidence: 99%

Stakeholders’ Perceptions About a Destination Management Organization (DMO): A Case Study in Chimborazo, Ecuador

Quevedo,

Herrera,

Aldaz

et al. 2024

JESR

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“… Barrère et al, 2012 ; Das and Zhang, 2021 ; Gajdosík et al, 2015 ; Grupo Ciudades Patrimonio de la Humanidad de España, 2020 ; Horng et al, 2012 ; Lai et al, 2020 ; Yasami et al, 2020 .…”

Section: Uncited Referencesunclassified

Do SARS-CoV-2 safety measures affect visitors experience of traditional gastronomy, destination image and loyalty to a World Heritage City?

Huete-Alcocer

Rojas²

2022

Journal of Retailing and Consumer Services

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“…The NMS-13 have to struggle more to align to the developed countries' level of quality, to identify and exploit their competitive advantages, to increase consumers' confidence in the tourism products they sell and be able to compete with key players in the market. Many destinations, either from NMS-13 or any other country in the world claim that they offer excellent travel and tourism services and facilities, unique experiences, may have one-of-a-kind cultural and heritage, but the key element is to be able to differentiate themselves (Gajdošík et al, 2015). In the sections that follow, we will conduct a quantitative analysis for the countries in the region and determine the most important countries and destinations for tourism in the New Europe.…”

Section: Eu Programs and Policies For Tourismmentioning

confidence: 99%

Tourism industry in the new member states. Key countries and destinations

Ana

2018

Management &Amp; Marketing

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This paper provides an examination of tourism in the New Member States of the European Union in the period 2007-2015, assessing the importance of tourism for the New Member States economy and the factors that might affect this industry. Considerable research has been devoted to tourism in the developed countries from Europe, but rather less attention has been paid to tourism in the Central-Eastern Europe, the New Member States region. In this regard, the paper will start with an overview of the current state of the literature on this topic, section that precedes a presentation of European bodies and policies in the travel and tourism field. Time series will be analyzed in order to identify the key countries for tourism in the region, according to the number of international arrivals, number of international overnight stays and exports in trade. Tourism contribution and importance for the economy, key destinations in the region, EU and state-level policies in the tourism sector, as well as main challenges and opportunities in the tourism sector will be addressed, focusing on the three key countries identified, Poland, Czech Republic and Croatia, that offer tourists unique, traditional experiences, focusing on niche markets, rather than on mass-market tourism.

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Approaches to the Economization of Cultural Heritage in Context of Destination Management in the Czech Republic

Cited by 4 publications

References 13 publications

Stakeholders’ Perceptions About a Destination Management Organization (DMO): A Case Study in Chimborazo, Ecuador

Stakeholders’ Perceptions About a Destination Management Organization (DMO): A Case Study in Chimborazo, Ecuador

Do SARS-CoV-2 safety measures affect visitors experience of traditional gastronomy, destination image and loyalty to a World Heritage City?

Tourism industry in the new member states. Key countries and destinations

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