Does distributed leadership have a place in destination management organisations? A policy-makers perspective

Hristov, Dean; Zehrer, Anita

doi:10.1080/13683500.2017.1364715

Cited by 26 publications

(18 citation statements)

References 51 publications

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“…Additionally, island tourism is susceptible to vulnerability, isolation (Lim & Cooper, 2009) and the vagaries of nature (e.g., hurricanes). The rising importance of destination competitiveness (Zehrer & Hallmann, 2015) alerts the prominent role of destination management organisations (DMOs) and the necessity to create a competitive strategy for any destination (Hristov & Zehrer, 2019). DMOs must initiate active and diverse ways to develop and market viable strategies for attracting increased visitors (Cró & Martins, 2018).…”

Section: Introductionmentioning

confidence: 99%

Testing the influence of destination source credibility, destination image, and destination fascination on the decision‐making process: Case of the Cayman Islands

Girish

Park

Lee

2020

Journal of Tourism Research

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For small islands, tourism is generally considered the backbone of their economies.However, research on tourists' intention to visit small islands is limited. This study fills this gap by investigating the influences of destination source credibility, destination image and destination fascination and their relationships with theory of planned behaviour (TPB) constructs. Results reveal that destination fascination has significant influence on attitude, subjective norms and perceived behavioural control. Moreover, TPB constructs show positive effects on revisit intention. This study enriches the tourism literature related to small islands and tourists' decision-making process.

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Section: Introductionmentioning

confidence: 99%

Testing the influence of destination source credibility, destination image, and destination fascination on the decision‐making process: Case of the Cayman Islands

Girish

Park

Lee

2020

Journal of Tourism Research

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“…These challenges have been recognised and debated during the 2nd Biennial Forum Advances in Destination Management in St Gallen, Switzerland: "public budgets are increasingly squeezed, and austerity measures dominate the agendas of government bodies at different levels … as is already the case in countries, such as Italy and the United Kingdom." (Reinhold et al 2015, p.3) A transition from traditionally influential organisational literature domains in the field of DMOs and destinations (see for example, Beritelli, Bieger & Laesser, 2007;Pechlaner, Raich & Beritelli, 2010;Pechlaner, Volgger & Herntrei, 2012) has emerged as an opportunity to navigate through management changes and decision-making (Hristov & Zehrer, 2019). This emergent paradigm demands significant attention to bridge the gaps between theory and practice (Morrison, 2013).…”

Section: Change In Dmosmentioning

confidence: 99%

“…Current conceptual contributions discussing the relevance and application of DL to DMOs, however, remain scarce (Hristov & Zehrer, 2019;Kozak et al, 2014). Equally, evidence of critical discussions providing an overview of the gaps in the DL literature in a DMO context and recommendations for key future research strands into the two concepts is limited.…”

Section: Introductionmentioning

confidence: 99%

Distributed Leadership in DMOs: A Review of the Literature and Directions for Future Research

Naumov

Ramkissoon

Hristov³

2020

Tourism Planning & Development

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Amidst key emergent challenges for Destination Management Organisations (DMOs) and destinations triggered by changes in the funding and governance landscape for tourism on a global scale, Distributed Leadership (DL) has emerged as a promising concept to provide a collaborative framework for channelling resources and leadership to cope with such changes. Current evidence from academic literature discussing the importance of embedding shared forms of leadership is scarce, few studies discuss the application of DL in the context of DMOs.The key purpose of this conceptual study is to provide a critical overview of key DL contributions in the mainstream and DMO academic literature. The study seeks to examine the relevance of DL in the context of DMOs with the purpose to stimulate future empirical investigations in the application of DL in DMO organisations.

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“…In the case of China, DMOs or Tourism Administrative Organizations (TAOs) restructured their operations to support similar transformations to network tourism governance (Wang & Ap, 2013) . Equally, in the case of the UK, DMOs have been under increased scrutiny within a new funding and governance landscape, resulting in a focus on the distribution of leadership and the pooling of knowledge and resources (Hristov & Zehrer, 2017).…”

Section: Research Propositionsmentioning

confidence: 99%

“…DMOs face an increasingly networked environment and significant changes in their funding and governance(Coles, Dinan and Hutchison 2014). Such disruptions to the operational environment for DMOs are evident in a number of countries, such as Switzerland(Beritelli, Bieger & Laesser 2014), Australia(Pforr, Pechlaner, Volgger, & Thompson, 2014) China(Wang & Ap 2013) and the UK(Hristov & Zehrer 2017).…”

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confidence: 99%

An examination of DMO network identity using Exponential Random Graph Models

Williams

Hristov

2018

Tourism Management

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These studies were able to identify individuals and organizations that may be influential, but were not able to determine the extent of this influence. Whilst an emerging stream of tourism research has begun to employ inferential techniques, such as the Quadratic Assignment Procedure (Liu, Huang, & Fu, 2017), most Social Network Analysis (SNA) research relies on descriptions of networks to explain relationships among entities (Shumate & Palazzolo, 2010). However, these approaches do not enable researchers to determine if patterns identified in networks could have occurred by chance (Hunter & Handcock, 2006). Researchers have raised concerns when attempting to infer network characteristics from descriptive metrics; for example, clustering coefficient values, which indicate that entities or actors are important in networks, can be observed in randomly created networks (Newman, Strogatz, & Watts, 2001). This suggests these metrics will require additional qualitative or quantitative data about network actors or characteristics in order to support robust research. The aim of this paper is to examine the emergent network identity in a DMO network by identifying relational and node property influences on the structure of a communications network in a DMO. Using data collected from the Destination Milton Keynes initiative, the communication network of a DMO was modelled using an Exponential Random Graph approach. These models identified the extent to which node (organizational characteristics) and structure influence the distribution of communication ties in the network. Literature Review Network theory (Granovetter, 1973) and the analytical approach of SNA can be used to examine the arrangement of relationships between interacting entities, such as individuals, groups and organisations (Wang & Xiang, 2007). In the tourism and management domain, this perspective advocates that organisations no longer act solely as individual entities but through relational networks where value is created by initiating and nurturing collaboration (Fyall et al. 2009). SNA examines structural and relational properties of networks, such as density (Table 1), to identify patterns that can be used to explain social behaviour (Prell, 2012). SNA literature in business and management (Borgatti & Foster, 2003) seeks to demonstrate how the concept is able to visualise otherwise invisible social networks. Once depicted, invisible social networks, such as communication structures, may be leveraged for visible results in organisations (Conway, 2014). However, to date, little research has been undertaken to examine communication among destination organizations, particularly through the lens of SNA (Asero, Gozzo, & Tomaselli, 2016). SNA has often been perceived as a network tool that produces largely descriptive data without providing deeper insights (Prell 2012). Within this context, scholars have argued that social network studies often overemphasise the quantity of network relationships and interactions rather than their quality (Conway 2014). Table ...

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Does distributed leadership have a place in destination management organisations? A policy-makers perspective

Cited by 26 publications

References 51 publications

Testing the influence of destination source credibility, destination image, and destination fascination on the decision‐making process: Case of the Cayman Islands

Testing the influence of destination source credibility, destination image, and destination fascination on the decision‐making process: Case of the Cayman Islands

Distributed Leadership in DMOs: A Review of the Literature and Directions for Future Research

An examination of DMO network identity using Exponential Random Graph Models

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