The implementation of “The St. Gallen Model for Destination Management (SGDM)” in the Polish Carpathians: A case study of six Bieszczady communes

Klimek, Katarzyna

doi:10.18778/0867-5856.29.2.06

Cited by 5 publications

(12 citation statements)

References 29 publications

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“…Baggio and Scaglione (2018) agree and add that tourism flows are useful to transform the governance model of a DMO from a static central model to a dynamic network. One of the tools suitable for developing a management organization of the third generation is The St. Gallen Model for Destination Management (Beritelli et al, 2015;Steiner, 2015;Beritelli et al, 2019;Klimek, 2019).…”

Section: Theoretical Framework Of Developing a 3rd Generation Destina...mentioning

confidence: 99%

“…DMO can therefore understand strategic tourism flows, which enables it to align projects, products, and services with travel motives and visitor behaviour (University of St. Gallen, 2023). The approach follows a series of six steps and by moving from one step to another, DMO can comprehensively manage destination through identification, planning activities and management of strategic tourism flows (Klimek, 2019).…”

Section: Theoretical Framework Of Developing a 3rd Generation Destina...mentioning

confidence: 99%

“…Through a questionnaire survey among visitors and stakeholders, we demonstrated that the studied region is perceived as one whole, which means that there is no need for the existence of two destinations and two different DMOs, so we agree with the statements of the selected authors. Several authors (Beritelli et al, 2015;Steiner, 2015;Beritelli et al, 2019;Klimek, 2019) consider the St. Gallen Model for Destination Management correct for destination management based on tourism flows, therefore, our study was focused on developing the 3 rd generation DMO according to tourism flows via the St. Gallen Model. Through the survey, we also confirmed the opinions of the authors UNWTO (2018), Bowen and Sotomayor (2022), Wagenseil, Wyss and Huck (2022), according to which strategic planning from the DMO position is one of the pillars of the sustainable tourism development, on the basis of which we propose the creation of one DMO for the researched region.…”

Section: Figure 12: Opinions On the Destination Management Organizati...mentioning

confidence: 99%

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Developing the destination management organization of the 3rd generation. Insights from Slovakia

Maráková

Dzúriková²

2023

ICTR

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Destinations are traditionally created based on the administrative division of the territory. However, fragmented territorial structures can represent an obstacle to the implementation of effective development processes within destination management organizations. The activities of third-generation destination management organisations go beyond territorial divisions and instead focus on tourism flows and functional service chains in destinations. Even though the need to remove the administrative division of destinations is apparent and third-generation management organizations are being created, research in this area is not extensive. The aim of the study is therefore to present a methodology that leads to the efficiency of the activities of destination management organisations based on the monitoring of tourism flows and ecosytem of services in selected destinations in Slovakia (Dolný Zemplín and Horný Zemplín). Through a quantitative survey of visitors and tourism stakeholders in selected destinations, the authors found that the interested parties perceive the monitored destinations as a whole - not divided and the activity of existing destination management organisations as insufficient. The study provides recommendations for the implementation of efficient development processes within destination management organisations by connecting them based on the monitoring of tourism flows. The presented methodology can serve as a starting point for the restructuring of destination management organisations for other destinations in Slovakia and abroad.

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Section: Theoretical Framework Of Developing a 3rd Generation Destina...mentioning

confidence: 99%

Section: Theoretical Framework Of Developing a 3rd Generation Destina...mentioning

confidence: 99%

Section: Figure 12: Opinions On the Destination Management Organizati...mentioning

confidence: 99%

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Developing the destination management organization of the 3rd generation. Insights from Slovakia

Maráková

Dzúriková²

2023

ICTR

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“…Consequently, while organisations are tackling complex management challenges, they can deepen their understanding of the fundamental issues and challenges of business management, in order to be effective. Klimek (2019), on the other hand, developed a model based on the SGM Model, adapting it for various environmental and social issues. Hence, the new model, called the St Galler Model for Destination Management SGDM), was the result of an innovative approach implemented under a shared vision at the community and regional level.…”

Section: Important Organisational Structure Modelsmentioning

confidence: 99%

Untitled

2023

Rere Āwhio

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Rere Āwhio is concerned with research and current topical issues relating to fields in higher vocational and professional tertiary education which are relevant to our programmes at OPAIC, whether focused on New Zealand or an international context. Of particular interest are submissions concerning applied management, information technology, construction, foundational English and related fields. Submissions regarding transdisciplinary issues are also very welcome, such as bicultural responsiveness in education, sustainability, pedagogical models, classroom practice, and online learning. Rere Āwhio may consider submissions outside of those fields provided they are clearly linked to at least one of OPAIC's programmes of study. The journal aims to build a community of practice amongst researchers and students from an array of New Zealand institutions and with wider global networks.

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“…While the SGMM is one particular tool, other methodologies such as Design Thinking (Brown and Katz 2009), or Scrum (Sutherland 2014) are also worth evaluating when changing internal processes. The SGMM for example is widely applied in contexts ranging from start-ups to rural communes and has been used in various national contexts (Klimek 2019). As it can be applied to different contexts easily, it makes for a good tool that could be used throughout different UN branches.…”

Section: St Gallen Management Model (Sgmm)mentioning

confidence: 99%

New Analysis Tools and Leadership Model for A Modern UN

Bienz

Schismenos

Stevens

et al. 2020

JSPG

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Digitalization has disrupted the way products are distributed. With this came an influx of products that depend on network effects and thrive in a winner-takes-all market environment (Schilling 2002). A similar trend is being observed in many frontier technologies, including applications in the so-called ‘gig economy’, which will create winners and losers. Simultaneously, governments are experiencing an erosion of their tax base (Peng 2016). These resources are desperately needed to tackle the widening digital divide, combatting the lack of electricity, and providing internet access to the poorest (International Energy Agency 2017). The current strategy of the United Nations (UN) shows promise. However, the way the UN currently operates has not been adapted to meet the challenges of a digital economy. This is often observed in global-to-local applications, especially when generalized frameworks fail to adapt to communities with different characteristics and needs. The Sustainable Development Goals (SDGs) are a guiding light to rally stakeholders around specific key issues and opens the field for collaboration. The UN is in a unique position to convince all participants to engage in negotiations, to mobilize substantial resources, and has the best chance to get concessions on restrictive systems such as the intellectual property arrangements (Haugen 2010). Systems need to be in place to facilitate technology transfers and capacities need to be built up to give the least developed countries (LDCs) a chance of catching up. The UN needs to bring international institutions, governments, civil society, academia, and the private sector to the table to enable LDCs to determine their own future (Moyo 2010). The UN should introduce more heuristic analysis tools to bring more diverse partners into workable collaborations to address these challenges. A new leadership system should also be introduced to provide clearer direction and autonomy to their contributors.

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The implementation of “The St. Gallen Model for Destination Management (SGDM)” in the Polish Carpathians: A case study of six Bieszczady communes

Cited by 5 publications

References 29 publications

Developing the destination management organization of the 3rd generation. Insights from Slovakia

Developing the destination management organization of the 3rd generation. Insights from Slovakia

Untitled

New Analysis Tools and Leadership Model for A Modern UN

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