Destination collaboration: A critical review of theoretical approaches to a multi-dimensional phenomenon

The influence of community factors on the engagement of residents in place promotion: Empirical evidence from an Italian heritage site

“…The call for a collaborative approach in the recent place marketing and branding literature (Braun et al, 2013;Fyall et al, 2012;Hudson et al, 2016;Kavaratzis, 2012) suggests that greater attention should be devoted to residents' engagement in promotional activities. In fact, residents' involvement in the destination branding process has key benefits for place promotion (Choo et al, 2011;Holcomb, 1999;Pike & Scott, 2009), also as a countermeasure to avoid possible drawbacks due to the opposition of residents whose interests diverge from those of policy makers/DMOs (Braun et al, 2013).…”

The emergence of Tuscany as a wedding destination: the role of local wedding planners

“…Collaboration originates mainly from a common need to overcome limitations in terms of capacity and resources, but can also be characterized by other motivations, for example the desire for emotional support. This form of collaboration can be categorized as organic and can be related to several factors, among which are: the peculiarities of the specific sector, the complementarity of the various tourist products making up the experience profile and the presence of strong commitment and reciprocal trust (Fyall, Garrod, & Wang, 2012). This first stage of destination development can be also related to a type of entrepreneurship sometimes termed "serendipitous", described as the entrepreneurial response to an accidental and sometimes uncontrollable circumstance (Russell & Faulkner, 2004).…”

“…There is still collaboration and this can develop in the direction of an increasing professionalism and a strategic and realistic vision of what is needed and how to manage possible conflicts and undertake structural changes. In some cases, collaboration evolves into a mediated form, where a local organization, often a destination management organization (DMO), can act as coordinator (Fyall et al, 2012). The mediation of an organization is identified as important in providing collaborative structures, enhancing destination learning and ultimately, creating value for the providers, the customers and the host community (Gibson, Lynch, & Morrison, 2005).…”

Improving Tourist Offer Through Inter-Destination Cooperation in a Tourist Region

“…Apart from that, there are other reasons such as improving product portfolio, cost reduction and increase of market campaign efficiency (Naipaul et al, 2009). According to Fyall et al (2012), inter-destination as well as ISSN 2373-9851 2016 intra-destination cooperation can be observed twofold, as organic or as mediated (by DMO). The first situation occurs when there is cooperation independent from wider destination strategy conducted by DMO.…”

“…Tourist destinations can be considered complex networks that, from the standpoint of supply, include a large number of participants who deliver various products and services in interpersonal cooperation (see : Gunn, 1994;Buhalis, 2000;Beritelli, 2011;Fyall et al, 2012;Beritelli et al, 2014). From the standpoint of the tourist, destination is seen as a unique whole, a place where integral tourist product or destination impression is realised.…”