The objective of this paper is to advance the delineation of the relevant dimensions of tourist destination governance from a literature review, which incorporates the experience in public-private tourism partnerships. Assuming that governance involves stakeholders coordination in the tourist destination (structural level) to achieve shared goals (intentional level), we propose to investigate on how the key tourism stakeholders are identified, what resources and capabilities are determinants to participate in management processes, what roles and instruments encouraging participation and problem solving, especially conflict of interest. The participation of the stakeholders is of paramount relevance to the theoretical framework for the tourist destination governance, in order to reflect on how to satisfy needs of all stakeholders and to allow them participation in tourism development process to achieve shared goals. In this way, governance is a useful model of government to identify how to put into in practice an effective exercise of sustainability in tourist destinations. Participation processes can involve the situational diagnosis of tourist destinations, including the design of product, implementation and evaluation of the tourism policy, taking into account transparency and accountability to ensure trust.

Determining how to operate in foreign markets is challenging for the performing arts (PA) because the particular nature of their activities necessarily entails sustainable complexities. This study aims to extend understanding of the internationalization of PA to shed light on the strategic decisions adopted by cultural agents to achieve an economic and cultural objective—generating international income while ensuring the symbolic value of cultural products rooted in local values. A longitudinal empirical case of one leading enterprise in international flamenco production with a successful history in international markets is reported here, and in-depth insights into four strategic decisions that can boost the sustainable internationalization of PA are gained: why (motivations), what (product), where (market selection), and how (entry modes). The results have theoretical and practical implications for a cultural sector with few examples of internationalization that is seeking for international markets to become sustainable while being subject to public financing cuts, strong competition, and globalization. The important role of intermediaries in bridging the gaps between different actors of the PA value chain and in assuring sustainable cultural management of the internationalization process is also identified.

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