DMO – A dummy-made organ or a really working destination management organization

Abstract

Destination management is considered as an advanced form of cooperation among tourism stakeholders who are associated in a destination management organization (DMO). in developed tourist destinations such as the Alpine regions, these institutions were formed spontaneously after a few years dealing with the socio-economic changes in demand to prove their competitiveness. this process strengthened their cooperation. in the czech and slovak republic destination management does not have a long tradition. Although numerous tourism organizations have been established, their identification as DMOs is questionable especially considering the length of cooperation development in the Alpine regions. therefore the article examines on an example of the slovak republic.

Nowa koncepcja zarządzania regionami turystycznymi

“…Holešinska [2012Holešinska [ , 2013, prezentując model etapów rozwoju organizacji turystycznych w regionie, wskazuje, że ROT-y w naturalny sposób powinny być przekształcane w DMO, co uznać należy za postulat trafny, ale także wymagający pogłębionych analiz z perspektywy możliwości oddziaływania na skuteczność funkcjonowania organizacji. Również zdaniem B. Walasa [2012] ROT-y mają wszelkie atrybuty odgrywania roli DMO, a J.…”

Network Analysis of Cooperation in Tourism Destinations

“…Gúčik, 2007;Patúš, 2010;Lencsésová, 2012;Maráková, 2012;Šebová, 2014) and foreign authors (e.g. Wang & Fesenmaier, 2007;Holešinská, 2013;Fyall, Garrod, & Wang, 2012;Pechlaner et al, 2012). These authors use mainly a qualitative perspective of the research.…”

The Process of Managing a Destination in Lower and Upper Austria

“…In the Czech literature, the issue of destination management is primarily dealt with by Srb (2003) who considers effectiveness of destination management mainly in close cooperation among organizations, then Metelková (2005), Nejdl (2007Nejdl ( , 2010 and Holešinská (2007and Holešinská ( , 2012and Holešinská ( , 2013 who views the destination in terms of supply and demand and identifies weaknesses and opportunities for further development of the Slovak and Czech tourism organizations (DMOs), or also Palatková (2011) who specializes in destination marketing. The factors which affect effectiveness of destination management are examined especially by Srb (2003) and Holešinská (2012).…”

“…According to them, sources of financing are also involved in dominant factors affecting management of tourism in the destination. Holešinská (2013) also points out that destination management does not have a long tradition in the Czech Republic. Although numerous tourism organizations have been established, their identification as destination management organizations (DMOs) is questionable, especially considering the length of cooperation development in the Alpine regions (Holešinská, 2013).…”