Leadership networks in destinations

Abstract

Purpose – 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. Design/methodology/approach – 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. Findings – 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. Originality/value – 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.

Tourism Family-Business Owners’ Risk Perception: Its Impact on Destination Development

“…In tourism, the stakeholder theory can be applied to a destination, and many authors have identified different stakeholders contributing to the tourism product, among them many independent businesses [8,22]: "The DMO shall act as a facilitator to achieve the strategic objectives of the destination" [30]. As independent units, these businesses are operated by individual entrepreneurs, none of whom have dominant administrative power at the destination [6,31].…”

“…Rural family firms typically depend on their surrounding natural environment and aim to conserve and develop their region's natural heritage [7]. Within community destinations, businesses are independent units operated by entrepreneurs, and no unit wields dominant administrative power within the destination [6,8]. Tirol's tourism destinations are divided into 34 districts, each with a destination management organization (DMO) [9].…”

Strategic Alignment across a Tourism Business Ecosystem

“…The performance of a tourism destination as a whole depends on the web of connections between the various players, and not only on the intrinsic characteristics of the destination (March and Wilkinson 2009). Contributions to destination governance often advocate a form of self-governance that depends on the cooperation between all relevant stakeholders, and aims to develop joint strategies and collective action (D'Angella and Go 2009, Jamal and Getz 1995, Palmer and Bejou 1995, Zehrer et al 2014. In principle, however, one cannot assume that a-priori a destinations' actors are willing to work together.…”

Redes Interorganizacionais entre Fábricas de Objetos em Estanho no Mercado Turístico de São João del Rei- MG

“…A aglomeração de atividades econômicas e produtivas potencializam atividades de cooperação e desempenham um papel central para o desenvolvimento de um destino turístico. Entretanto, uma abordagem cooperativa entre numerosos atores do turismo demandam de liderança na rede para o desenvolvimento do destino (ZEHRER;. A atividade turística, tanto global como localmente, necessita de formas colaborativas e associativas que devem ser governadas a partir de redes de diferentes organizações e setores de negócios, tanto intra como interorganizacionais (ERKUS-ÖZTÜRK; ERAYDIN, 2010).…”