Bridging the gap: An exploration of how DMO managers use education to overcome challenges

Zavattaro, Staci M.; Adams, F. Gérard

doi:10.1177/0042098014568069

Cited by 7 publications

(9 citation statements)

References 61 publications

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“…This research uses these scholarly foundations and recent research on tourist destination managers by Zavattaro and Adams (2016) as well as Oliveira's (2016) exploration of links between place branding and spatial regional planning to explore the construct of place branding with a special focus on how professionals involved in the management of retail-led place management partnerships -including town centre management (TCM) schemes and business improvement districts (BIDs) -interpret its use in practice. The focus of this study on professionals involved with BIDs and TCM partnerships renders it a first of its kind in place branding.…”

Section: Introductionmentioning

confidence: 99%

Confused branding? An exploratory study of place branding practices among place management professionals

Noronha¹,

Coca‐Stefaniak

Morrison

2017

Cities

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Although the knowledge about place branding and place management is growing, there is a substantial gap in the understanding of place branding among professionals responsible for the management of town and city centres, including private-public partnership formats such as business improvement districts (BIDs). This exploratory study addresses this knowledge gap through in-depth interviews with key professionals in England, Wales, Northern Ireland and the Republic of Ireland. The results suggest that the strategic potential of place branding is negatively affected by a focus on operational thinking, which hinders innovation towards more holistic approaches to place management. Further quantitative research is needed to elaborate on these findings across the UK, Ireland and other countries to enhance the understanding of the uses and interpretations of place branding among town and city managers.

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Section: Introductionmentioning

confidence: 99%

Confused branding? An exploratory study of place branding practices among place management professionals

Noronha¹,

Coca‐Stefaniak

Morrison

2017

Cities

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“…The results of our study have several implications for theory and practice. First, we extend the growing literature regarding public branding in public administration (Eshuis, Klijn, and Braun 2014 ;Karens et al 2016 ;Zavattaro and Adams 2016 ). We applied the branding concept to institutions of higher education, giving us a chance to compare branding decisions across public and private sectors.…”

Section: Discussion: Theoretical and Practical Implicationsmentioning

confidence: 99%

Branding and Isomorphism: The Case of Higher Education

Fay¹,

Zavattaro

2016

Public Administration Review

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Since the New Public Management movement began, public and nonprofit organizations have been adopting and adapting businesslike practices, including branding and marketing. There remains a knowledge gap in understanding why organizational actors choose to allocate resources to adopt branding and marketing policies. This article explores organizational branding initiatives within the context of research extensive (N = 109) higher education institutions in the United States from 2006 to 2013. Seventy‐two universities (66 percent) have introduced branding initiatives since 2006. Findings suggest that the publicness of organizations influences branding and marketing isomorphism in nuanced ways and that organizations are more likely to adopt new branding initiatives to promote higher general performance. Organizations adopt branding strategies in response to national trends and efforts to capitalize on their own strong performance rather than mimicking stronger‐performing peers.

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“…Because of its relation to policy making, city branding inherently involves a complex network of stakeholders within which place marketers occupy a central position. The idea that stakeholder involvement enriches a place brand is universally accepted in the literature (Hankinson, 2007;Kavaratzis and Hatch, 2013;Klijn et al, 2012;Zavattaro and Adams, 2016). For marketing and branding strategies to be successful, marketers need to actively navigate networks and manage the multi-dimensional interests of a diverse group of stakeholders who are keys to the place's success (Avraham and Ketter, 2008;Kavaratzis and Ashworth, 2005;Reynolds et al, 2022;Volgger and Pechlaner, 2014).…”

Section: Organisational Resilience In Tourism Destinationsmentioning

confidence: 99%

Leveraging social capital to catalyse post-pandemic anti-fragility: the “Vilnius model”

Warren,

Grigaliūnaitė

2023

JPMD

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Purpose This paper aims to delve into the interdependent connection between place branding and social capital, specifically focusing on how it contributes to uniting a city’s recovery efforts during times of crisis. By using the theoretical frameworks of social capital and cultural intermediation, the case study of Vilnius, Lithuania, exemplifies how cities can navigate through turbulent periods by prioritising the work of place marketers and their relationships in their strategic approach. Design/methodology/approach A qualitative, mixed method case study approach used four different methods of investigation, drawing on multiple sources of evidence, including a mix of interviews with key actors, content analysis, netnography and participant observation. Findings Go Vilnius, in collaboration with the City of Vilnius Municipality, leveraged existing stakeholder relationships and a strong common identification among political actors, promotional intermediaries, residents and city institutions to not only adapt to the unfolding crisis but to evolve its marketing, place-making, tourism and community engagement strategies to emerge as a more resilient, dynamic and animated city after the pandemic. Practical implications This case study demonstrates that a “network constellation” approach centralised around key stakeholder relationships held by marketing, tourism and promotional professionals is a crucial component in urban post-pandemic and emergency planning. Social implications By placing marketing professionals at the heart of crisis planning, cities can capitalise on the inherent social capital that is their key occupational resource and leverage their relationships with residents, the business community, international collaborators and the media for swift and maximum impact. Originality/value By identifying the “network constellations” that facilitated the institutionalisation of place branding activities in the face of both a local and global shutdown, this paper positions place marketers, acting as cultural intermediaries, at the centre of crisis planning and prevention strategies for anti-fragile cities of the post-pandemic future.

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Bridging the gap: An exploration of how DMO managers use education to overcome challenges

Cited by 7 publications

References 61 publications

Confused branding? An exploratory study of place branding practices among place management professionals

Confused branding? An exploratory study of place branding practices among place management professionals

Branding and Isomorphism: The Case of Higher Education

Leveraging social capital to catalyse post-pandemic anti-fragility: the “Vilnius model”

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