DMOs increasingly find themselves managing complex socio-technological systems. They face ‘wicked problems’ at the point where humans and technological systems intersect. Such problems require the remit of DMOs to grow from its current status of meta-management into the new concept of meta-design. Whereas meta-management relies on strategic planning and a predictable future, meta-design takes into account unpredictable dynamics of destinations as experience production systems. The term meta-design implies designing design; it targets those structures and processes in destinations that facilitate the co-production of tourism experiences. Based on a survey in Germany and Montenegro this paper investigates whether, and to what degree, DMOs practice meta-design, what factors characterise their meta-design and what circumstances drive them to take on the task of meta-design. Results show that only a small number of DMOs in both countries practice meta-design. The DMOs who adhere most closely to such a role operate at a superordinate geographical level. Digitalisation and user-centeredness are important features of meta-design; however, DMOs realise both of these features to different degrees. Contact with service providers along with available networking resources influence DMOs to practice meta-design. Differences exist between Montenegro and Germany due to their markets and normative settings. In discussing these results, some practical recommendations and further fields of research have been formulated.

Summary There are various definitions of tourist destination. All of them define tourist destination as an area with specific tourist facilities and attractions, (primary and secondary elements) which tourists choose as their journey goal. Budva individually represents the largest tourist destination due to number of arrivals and overnight stays. During its life cycle Budva has gone through different phases as a tourist destination. This thesis implies that it is not enough to use only common quantitative indicator of visitor number to define proper the position of tourist destination and predict further development. This text is based on a comparative analysis of the attitudes of tourists and local stakeholders in the three field researches, conducted in the period between 2015 and 2016. The thesis comes to the conclusion that the actual growth is based on meeting the needs of existing markets and tourists. On the other side, aspect of desired market position disagrees with scores of tourist offer elements- which should be input for improvement and preparation for the next stage in the destination development.