Implementation of a Destination Management System Interface in Tourist Information Centres and its Impact

Bédard, François; Louillet, Marie Claire; Вернер, А.; Joly, Marie-Claude

doi:10.1007/978-3-211-77280-5_20

Cited by 7 publications

(17 citation statements)

References 19 publications

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“…These findings are also compatible with tourism results showing the firms' negative perceptions about the unreliable and inefficient management of public DMOs (e.g. Frew and Horan, 2007;Bedard et al, 2008), which in turn demotivate the former from adopting and using DMS. Findings also confirm tourism research emphasizing the need to nurture good inter-firm relations and a supportive operating environment (with strategic orientation) as crucial pre-requisites for implementing collaborative practices such as, destination marketing and DMS (Aas et al, 2005;Wang, 2008a, b).…”

Section: 5supporting

confidence: 88%

“…Low DMS participation is widely attributed to SMTEs' lack of technology skills, which coupled with difficulties in the sign-up process and technology use, creates a lack of confidence and trust in the DMS (Sussmann and Baker, 1996;Mutch, 1996;Daniele et al, 2000;Morrison and King, 2002;Tourism Training Victoria, 2002;Beaver, 1995). Bedard et al (2008) summarized the organizational, technological and managerial characteristics of SMTEs that inhibit them from adopting DMS as follows: reluctance to use technologies; lack of technology training; poor strategic management and marketing skills; the short-term operational focus of SMTEs' managers; lack of basic technology infrastructure (e.g. Property Management Systems) that in turn, requires SMTEs to connect with DMS through laborious, time consuming and inefficient manual processes; reluctance to allocate and/or maintain adequate and up-to-date room inventory in DMS.…”

Section: Dms Adoptionmentioning

confidence: 99%

“…Vlitos-Rowe (1992) also found that the structure of public organizations is not suitable for carrying out distribution functions in tourism. Moreover, Bedard et al (2008)also reported that SMTEs' low participation in DMS is affected by: their concerns about the marketing and cost effectiveness of DMS; the negative inter-organizational relationships (trust, communication and coordination) amongst SMTEs and the DMS operator; SMTE's reluctance to pay commissions and/or membership fees. Other studies (Morrison and King, 2002;Tourism Training Victoria, 2002;Morrison, 2001;Daniele et al, 2000) have also highlighted the existence of communication problems between the DMS operator and the tourism firms, and their negative impact on DMS adoption.…”

Section: Dms Adoptionmentioning

confidence: 99%

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Examining the adoption of destination management systems

Σιγάλα

2013

Management Decision

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Purpose -The study aims to adopt a multi-stakeholder and inter-organizational information systems (IOIS) approach for investigating the factors affecting the adoption of destination management systems (DMS) by various tourism stakeholders in Greece. Design/methodology/approach -A literature review and focus groups were used for identifying and contextualizing the factors affecting the tourism stakeholders' decision to adopt DMS. In addition, a nationwide survey was conducted measuring the perceptions of various stakeholders in Greece about the factors influencing their DMS adoption. Findings -The findings demonstrate that inter-organizational and collaboration issues, secondary intra-organizational and technological factors affect stakeholders' decision to adopt DMS. Significant different perceptions about the role and effectiveness of DMS were found between private and public tourism organizations, which highlight the need to manage the different (and sometimes conflicting) stakeholders' perceptions and interests. Research limitations/implications -Research can be conducted in different sectors to refine and test the findings about the factors influencing IOIS adoption in various social and environmental contexts. Future studies could also refine the findings by investigating not only the factors affecting the adoption of DMS but also the factors influencing their implementation and operations. Practical implications -The findings reveal important factors that need to be considered for influencing the stakeholders' decision to adopt IOIS and DMS in tourism. Specifically, the study highlights the need to address the adoption of DMS as a socio-technical project that primarily emphasizes the management of stakeholders' relations, perceptions and interests. The findings also reveal the organizational and behavioural changes that are required in order to transform the management and increase the effectiveness of public DMS, which in turn can significantly increase the DMS adoption. Originality/value -The findings contribute to the tourism field by examining DMS from a multi-stakeholder and IOIS approach. The study also contributes to the IOIS literature by contextualizing and providing evidence of IOIS results from the tourism industry, since contextualization is considered crucial for refining and enhancing the transferability of IOIS research. The study also further advances IOIS research by including and investigating the perceived importance of items about the social context of IOIS (i.e. interorganizational and collaboration issues) as explanatory factors of IOIS adoption.

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Section: 5supporting

confidence: 88%

Section: Dms Adoptionmentioning

confidence: 99%

Section: Dms Adoptionmentioning

confidence: 99%

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Examining the adoption of destination management systems

Σιγάλα

2013

Management Decision

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“…Furthermore, most of the literature in this scope has a more theoretical and non-IMDS 121,6 empirical approach (Baker et al, 1996;Michopoulou et al, 2007;Ndou and Petti, 2007;World Tourism Organization, 2001). In addition, the geographic scope of most studies carried out is limited to the national level (Aur elien and Herinandrianina, 2014;Bedard et al, 2008;Collins and Buhalis, 2003;Sigala, 2009). Other empirical studies consider a very small number of DMSs Baker et al, 1996) or a limited set of factors that influence the adoption of a DMS by a DMO (Bedard et al, 2008;Sigala, 2013).…”

Section: Introductionmentioning

confidence: 99%

Key factors for implementation and success of destination management systems. Empirical evidence from European countries

Martins

Carneiro

Pacheco

2020

IMDS

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PurposeDestination management organizations perform a very important role regarding the management of tourism destinations. Destination management systems are a key technological infrastructure for these organizations. However, in the literature, it is not clear what are the factors that promote the implementation of these systems, neither what are the factors that contribute to their success. This study aims to propose and test two research models to overcome these research gaps.Design/methodology/approachThe first model refers to the determinants of the implementation of destination management systems, and the second model refers to the determinants of the success of those systems. The models are tested with data collected through a questionnaire survey from destination management organizations of five European countries, which are among the leaders in international tourism receipts.FindingsConcerning the factors that promote the implementation of destination management systems, this study reveals the importance of the diversity of partnerships that the private sector establishes in the destination, of advantages resulting from governance and of partners' involvement in the functions of destination management organizations. Concerning the factors that promote the success of these systems, this study highlights the importance of a phased implementation, the fact that a high number of functionalities in the system prevents success and the importance of having a revenue model that can support financial and operating costs.Originality/valueThe study provides important theoretical and practical contributions to the successful implementation of destination management systems by destination management organizations.

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“…DMOs usually operate on the Internet through a system called destination management system (DMS) (Buhalis, 2003;Buhalis & Spada, 2000;Chen & Sheldon, 1997), which has been described as an information system, distribution channel, strategic management system, or interorganizational information system (Bedar, Louilletb, Verner, & Jolya, 2008). DMS operates as a hub connecting internal resources of the destinations with external ones (Inversini & Cantoni, 2009), stressing the marketing role of the destination toward the tourists.…”

Section: Introductionmentioning

confidence: 99%

Myswitzerland.com: Analysis of Online Communication and Promotion

Inversini

Brülhart²,

Cantoni³

2011

Information Technology & Tourism

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This research investigates the current state of technology adoption of a popular tourism destination: Switzerland. This case study has been elaborated leveraging on existing literature, public documents, and private statistics; it describes the importance of technology-mediated communication and promotion within the Swiss National Tourism Board, highlighting the achievements and envisaging the future steps. Thanks to an online communication model, the website of the Swiss Tourism Board (MySwitzerland.com) has been investigated, taking into account the following dimensions: content functionalities, graphical user interface, people who administrate, people who visit the website, and information market. The analysis shows the importance of the online channel and the technology adoption of this destination management organization.

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Implementation of a Destination Management System Interface in Tourist Information Centres and its Impact

Cited by 7 publications

References 19 publications

Examining the adoption of destination management systems

Examining the adoption of destination management systems

Key factors for implementation and success of destination management systems. Empirical evidence from European countries

Myswitzerland.com: Analysis of Online Communication and Promotion

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