Distributed leadership typologies in destination management organisations

Hristov, Dean; Scott, Noel; Minocha, Sonal

doi:10.1016/j.tmp.2018.08.003

Cited by 15 publications

(14 citation statements)

References 91 publications

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“…The results of the analyses indicate that the relational dynamics of the actors influence the evolution of tourist destinations and, in this sense, the structure of the networks of actors of young tourist destinations is characterized by having one or few very central actors, while that, as tourist destinations mature, the structure of the networks of actors is characterized by having a greater number of central actors. Thus, as tourist destinations mature and consequently the number of central players increases, the structure of the network becomes more decentralized, so that the capacity of orchestration (Aarstad et al, 2015) or leadership (Hristov, Scott & Michona, 2018) goes from concentrating on one or a few actors, to being distributed through the network structure. Consequently, and responding to the second research question posed, it can be said that as tourist destinations mature, the structure of the networks of actors is characterized to have more central actors.…”

Section: Conclusion Implications and Limitationsmentioning

confidence: 99%

Tourist destination development and social network analysis: What does degree centrality contribute?

González

Rodríguez

Fernández

2021

Journal of Tourism Research

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Tourist destinations are relational systems that can be studied through social network analysis (SNA). The paper analyses the structural properties of the networks of actors of three tourist destinations, focusing on the degree centrality indicator for sociocentric networks and asymmetrical relationships to obtain the indegree (prestige) and outdegree (influence) of the various actors. The results strengthen the idea that there is a direct relationship between relational dynamics and the development of tourist destinations. It provides results that demonstrate how the relational structure changes as tourist destinations evolve, and how there is a direct relationship between the number of actors with high centrality and the development of tourist destinations.

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Section: Conclusion Implications and Limitationsmentioning

confidence: 99%

Tourist destination development and social network analysis: What does degree centrality contribute?

González

Rodríguez

Fernández

2021

Journal of Tourism Research

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“…The market for sustainable tourism and ecotourism modalities, in general, presents a series of peculiarities that clearly mark the basic difficulties for its commercialization on equal terms with the rest of the more standardized and massive tourism products (Waligo et al, 2013). As a sector, tourism is fragmented with diverse stakeholders and it is clear that leadership (usually from within a DMO of some form) is an essential pre-requisite to deliver a common understanding of the value of Sustainable Tourism and its implementation (Hristov et al, 2018). Financially constrained DMOs face considerable challenges in delivering value to their destinations, visitors and member organizations (Naumov et al, 2020).…”

Section: Dmos In a Sustainable Tourism Contextmentioning

confidence: 99%

The Impact of the Covid-19 on the Perception of DMOs About the Sustainability Within Destinations: A European Empirical Approach

Rivera

2021

Tourism Planning & Development

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Marketing and/or destination management organisations (DMO's) must manage crises that affect a tourist destination. Recent studies suggest that, iafterthe Covid-19 crisis, demand for responsible tourism will increase. The aim of this study is to examine the role of DMOs in this scenario. The research contrasted their perception of the positioning of the destination and the changes that, as a result of the crisis, have taken place in their marketing strategy on sustainable tourism. More than 400 participants were recruited from European national, regional and local DMOs through an online survey. The data, analysed using a quantitative approach, led to the conclusion that DMOs' efforts to promote sustainable tourism are positively associated with different regions, that crisis scenarios are turning points for improvement in organization and that DMOs establish themselves as leaders in destination communication. The findings contribute to strengthen the idea that business development in tourism destinations must tend towards responsible tourism to achieve the desired tourism sustainability.

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“…A wide variety of ideas have been presented related the issue, but no precise conclusion has been derived yet. Moscardo (2018Moscardo ( , 2020 emphasized the importance of incorporating stories and storytelling in tourism planning and tourist experience design, while Wang and Fesenmaier (2007), Zehrer et al (2014), andHristov et al (2018) pointed out the importance of leadership in tourism management organizations. Sheehan et al (2016) proposed that organizations like DMOs create strategies that can achieve both competitive power and sustainability, whereas Van der Zee et al (2017) explained that raising the interests of participants and stimulating reciprocity among participants help to strengthen the network.…”

Section: Multi-sector Collaboration In the Destination Management Fieldmentioning

confidence: 99%

The O-Bento Principle for Successful Multi-sector Collaboration: A Case Study of DMO Roppongi

Shimbo

Javed

Kohda

2021

Journal of Creating Value

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This article presents empirical research that seeks to investigate the principles of management that lead towards successful multi-sector collaboration through the analysis lens of effectuation theory. The target of this empirical research is a destination marketing organization (DMO) considered to be a classic example of multi-sector collaboration focusing on the destination management performed by DMO as a case study. DMO Roppongi in Tokyo has been selected as the sample for this empirical research, and in particular, Nogi Shrine (Nogi-Jinja) has been selected as a venue for inbound meetings and a successful case of destination management. In Japan, shrines are considered as sacred sites; hence, the research began with the question: ‘Why was Nogi Shrine provided as a venue?’. We interviewed both the executive director of DMO Roppongi and the contact person at Nogi Shrine and conducted a qualitative analysis by focusing on the management features emerged during the process of venue selection. In the world of start-ups, entrepreneurs are required to search for business opportunities proactively, but this research has investigated that in the multi-sector collaboration, the abundant resources are mainly possessed by the participating stakeholders that can be associated with the business opportunities. Hence, the key management point in this case is the impartial use of the resources ‘that are already there’ and available for use. This research has formulated this discovery, as ‘the O-Bento principle’ in line with the effectuation theory.

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Distributed leadership typologies in destination management organisations

Cited by 15 publications

References 91 publications

Tourist destination development and social network analysis: What does degree centrality contribute?

Tourist destination development and social network analysis: What does degree centrality contribute?

The Impact of the Covid-19 on the Perception of DMOs About the Sustainability Within Destinations: A European Empirical Approach

The O-Bento Principle for Successful Multi-sector Collaboration: A Case Study of DMO Roppongi

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