Destination Management in Times of Crisis - Potentials of Open Innovation Approach in the Context of COVID-19?

Abstract

The COVID-19 pandemic has led the tourist industry to a standstill. It also creates the potential to change both the global tourism industry and the context in which innovation management takes place in the medium to long term. The web-based open innovation approach provides one of the possibilities to uncover technical opportunities in the context of rapidly changing environment. This article takes a qualitative approach to explore the benefits of open innovation approach for destination management organizations (DMOs). The analysis of 15 semi-structured interviews reveals nine specific benefits that arise from the three types of open innovation. The findings deepen an understanding of the potential that the open innovation approach offers for DMOs. The study further creates a background to collaborative tourist recovery COVID-19 pandemic through smart destination ecosystems.

How Did the COVID-19 Pandemic Affect Functional Relationships in Activities between Members in a Tourism Organization? A Case Study of Regional Tourism Organizations in Poland

“…The results of the research obtained by the authors also confirm other analyses, e.g., references [39,86,87] carried out so far that relate to changes in DMOs under the conditions of the COVID-19 pandemic, which also corresponds to the adopted and achieved main goal of the study. This resulted in destination management organizations' (DMO) and policymakers' interventions in the tourism industry, for instance by providing stimulus payments to the tourism industry, or by restricting mobility and ordering business closures [39].…”

“…Organizations are expected not only to provide tangible help (such as applying for subsidies, advertising, or promotion), but also to support cooperation between stakeholders. According to Pillmayer et al [87], DMOs will often focus on short-term goals, including operations and stakeholder management. In a context of constant time pressure and a reluctance to take high risks, there is little time for dealing with long-term strategic issues, such as innovation management and related organizational approaches.…”

Changes in DMO’s Orientation and Tools to Support Organizations in the Era of the COVID-19 Pandemic

“…The proposed changes are also a confirmation of previous research relating to both the change in the orientation of the DMOs and the need to adapt the organizations to the changing market conditions, especially in crisis situations. DMOs need to adapt their marketing and management strategies to the rapid changes and uncertainties in the COVID-19 period, including using stakeholder management theories and agile thinking in order to be more flexible in crisis periods [70] post-pandemic; it is also necessary to open up to an innovative solution for the DMOs' operation strategies, including the use of new technologies [71] or even a digital communication strategy with members and the environment [72]. Developing the catalog of the DMOs' e-support tools (including its members), such as e-learning training or hybrid conferences, is a need of the moment, and as shown by the conducted research, DMOs expect them in the regions.…”

Sustainable Tourism Issues in European Countries during the Global Pandemic Crisis

“…Strategic destination management acquires new values in the post-COVID-19 period in order to achieve the resumption of international tourism in safe conditions for national economies but also for tourists who are increasingly concerned about security measures against viruses. [114][115][116]. Green tourism or responsible tourism can be solutions that promote sustainable development in the leisure industry because economic, social, and environmental issues are balanced in the triple bottom line sustainability framework [117][118][119][120][121].…”