2018
DOI: 10.1177/1096348018807293
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Engaging Destination Stakeholders in the Digital Era: The Best Practice of Italian Regional DMOs

Abstract: This article examines the underinvestigated topic of how destination marketing organizations (DMOs) engage stakeholders in destination management and marketing through leverage on off-line tools, official destination websites, and social media platforms. Building on a significant body of literature and advances in quantitative and qualitative research, we provide three methodological tools: two scales assessing DMO stakeholder engagement off-line and online and a social media index measuring tourist engagement… Show more

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Cited by 50 publications
(45 citation statements)
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“…), a wider accent on marketing is given. For example, local food with the lens of responsible exploitation of local resources, is conceived as a sustainable marketing tool [74,75]. Also, the role of digital platforms is afforded since they are participatory tools to enhance stakeholder engagement and to co-create new ideas for the destination's sustainable development [76][77][78].…”
Section: Discussionmentioning
confidence: 99%
“…), a wider accent on marketing is given. For example, local food with the lens of responsible exploitation of local resources, is conceived as a sustainable marketing tool [74,75]. Also, the role of digital platforms is afforded since they are participatory tools to enhance stakeholder engagement and to co-create new ideas for the destination's sustainable development [76][77][78].…”
Section: Discussionmentioning
confidence: 99%
“…Overall, and regardless of the topic covered, there is a prevalence of studies on Facebook (31 studies), Twitter (21 studies), YouTube (15 studies) and TripAdvisor (10 studies). Some studies analyze two or more SNSs, e.g., [23,45,46,59,63].…”
Section: Level Of Analysismentioning
confidence: 99%
“…The outcomes of the use of Web 2.0 on DMOs and destinations have been discussed in relation to several aspects: the marketing effectiveness of Web 2.0 initiatives [41,64,68]; the development of tools to improve the attractiveness of a destination and its attractions [20]; destination brand co-creation [37,46]; engagement with DMO's SNSs [8,9,21]; destination knowledge and awareness [78]; destination image restoration after crises [38]; online reputation of a destination [63]; choice of optimal/suitable channels/media for segmentation and communication [45,79]; and the effect of DMOs' SNSs on tourism flows and hotel occupancy [50].…”
Section: Outcomes Of the Use Of Web 20mentioning
confidence: 99%
“…Contrary to many destinations, but similarly to what has been found at BASE jumping destinations (Hallin & Mykletun, 2006), the image of Lofoten as a climbing destination is not to any great extent formed by tourist organizations or DMOs; rather, it evolves within the special interest community. This is not to ignore the role of DMOs in marketing the destination in general, which has been highlighted in other studies (Trunfio & Della Lucia, 2019). As proposed by Gyimóthy (2005), a strong connection to an activity perceived as authentic can also indicate a more lasting image of the destination.…”
Section: Resultsmentioning
confidence: 93%