The New Frontiers of Destination Management

Beritelli, Pietro; Bieger, Thomas; Laesser, Christian

doi:10.1177/0047287513506298

Cited by 119 publications

(40 citation statements)

References 68 publications

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“…Indeed, the findings showed that the transformation of the tourism institutions led to a perceived vacuum of leadership and a lack of trust on the local-regional level. This is diametral to the idea to make South Tyrol more competitive through the creation of strategic business units [70].…”

Section: Discussionmentioning

confidence: 99%

“…In 2018, the existing DMOs of South Tyrol were integrated into the IDM South Tyrol to target the market with three strategic business units (west, middle, and east). The se business units focus on topics such as ski and winter in order to improve international visibility and departed from promoting independent destination brands [70]. Nowadays, the former DMO MeranerLand is represented by the IDM West, but the brand "MeranerLand" persists [71].…”

Section: Methodsmentioning

confidence: 99%

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Collaborative Governance in Tourism: Empirical Insights into a Community-Oriented Destination

Bichler¹,

Lösch²

2019

Sustainability

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Governance offers valuable guidelines to steer and direct destinations. Recent tourism governance research has explored the role of multiple actors in governing destinations but has not comprehensively investigated the underlying collaborative governance (CG) processes such as face-to-face dialogue, trust-building, shared understanding, or supporting factors such as institutional setting or leadership. The objectives of this paper are to determine the drivers and barriers of CG in a community-oriented destination in South Tyrol (Italy). This aims to reveal the processes that drive collaboration between stakeholders. For this reason, the paper builds on a qualitative case study with 20 semi-structured interviews with key informants. The results highlight that destination leadership is an essential driver of CG. However, several barriers to CG emerged. First, the findings show that institutional transformation led to a lack of trust and increased insecurity. Second, the inclusion of salient actors such as residents in the decision-making and implementation phase is scarce. Third, our findings highlight that a shared understanding of future development directions is missing between stakeholders. The contribution of this paper is a refined assessment of CG in tourism with special attention to the role of leadership and institutional settings. The derived implications target the role of leadership to foster the development of a shared understanding and to embark on a collaborative learning process that provides visible and tangible outcomes in turbulent times.

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Section: Discussionmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Collaborative Governance in Tourism: Empirical Insights into a Community-Oriented Destination

Bichler¹,

Lösch²

2019

Sustainability

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“…The latter strategies may require the additional efforts of DMOs and practitioners to manage their internal capacities, such as part-time employees, sharing carrying capacity, investing in expansion projects, and ultimately maximizing their marketing and management efficiency [1,30,41]. However, both approaches necessitate large investment and effort among stakeholders within the destination [23,42,43]. Consequently, marketers try delivering travel information to their potential customers to promote their destination in order to attract visitors throughout the year.…”

Section: Seasonality and Destination Management Organizations (Dmos)mentioning

confidence: 99%

Differences in Tourist Behaviors across the Seasons: The Case of Northern Indiana

2019

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Seasonality is an essential factor influencing tourism demand and traveler behavior at the destination. As such, seasonality (i.e., the influx of tourists) needs to be managed by destination marketing organizations. Most tourism studies have focused mainly on the forecasting methods/metrics and the effect of seasonality at the aggregate level rather than understanding seasonal differences in the nature of the traveler and travel experience. The purpose of this study is to understand seasonality at both the aggregate market level and individual traveler level. As such, this study first utilizes the concept of the gravity model to understand seasonality in the number of inquiries through an official website. This study, then, uses seemingly unrelated regressions to estimate simultaneously the effect of various trip-related factors on overall trip expenditures and the length of the trip. The results show that the impact of seasonality on aggregated demand is surprisingly consistent across the seasons; however, individual-level analyses indicate that traveler behavior and travelers’ responses to advertising differ significantly across seasons. Thus, destination marketers need to understand the nature of seasonality of their specific markets more accurately to provide appropriate tourism products/services to their current and potential travelers.

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“…The studies on destinations as open complex systems [71][72][73] demonstrate that it is possible to propose different from the usual paradigms to approach the theme of tourist destination [74]. In this study, it has been just suggested that the relationship between tourism and the city could open interesting perspectives in the field of urban planning, if tourism will be thought as an urban activity, and as such, the management of flows that it activates inside the city has to be one of the objectives of the present actions of urban governance.…”

Section: Conclusion and Further Research Developmentsmentioning

confidence: 99%

Sustainability of Urban Functions: Dealing with Tourism Activity

et al. 2019

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This study aims to contribute to theoretical debate concerning urban planning, highlighting the need for a renewal of approaches and tools that could allow for the achievement of urban smartness. The concept of urban sustainability is evolving, also in relation to the incoming world of “smart cities,” and it should be related to a systemic vision of the city. Referring to a systemic approach for the study of urban phenomena, sustainability can be considered as a target condition that cities have to achieve in order to contrast “urban entropy” and behave as smart cities. In this regard, our study starts from the premise that entropy is a negative state, which can affect the urban system in all its components. Among these components, the social subsystem can play a strategic role and some urban functions (such as the components of the functional subsystem) can be designated as “driving functions” that are able to lead the urban system towards a sustainable and smarter state of equilibrium. This equilibrium, though not static, can provide the efficiency of the system. Since tourism interests several aspects and sectors, it can be considered as one of the forces that, if properly controlled (i.e., by integrating it into the process of evolution of the system), would positively influence the evolution of the urban system. The application of the theoretical framework refers to the social (active) component of tourism, represented by the tourist flows that move inside the physical subsystem and can be traced through the data they disseminate by the use of their personal devices, with the aim of individuating the urban zones where the load of tourism concentrates. These areas can be marked as the ones urban planners and decision-makers have to first monitor in order to control the general state of the urban system equilibrium.

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The New Frontiers of Destination Management

Cited by 119 publications

References 68 publications

Collaborative Governance in Tourism: Empirical Insights into a Community-Oriented Destination

Collaborative Governance in Tourism: Empirical Insights into a Community-Oriented Destination

Differences in Tourist Behaviors across the Seasons: The Case of Northern Indiana

Sustainability of Urban Functions: Dealing with Tourism Activity

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