Joint responsibility and understanding of resilience from a DMO perspective – an analysis of different situations in Bavarian tourism destinations

Abstract

Purpose The purpose of this paper is to discuss responsibility in tourism destinations. On the basis of a resilience approach, central aspects of leadership and of responsibility in destination networks are introduced and, a contribution to a conceptual analysis of the future viability of tourism destinations is made. This contributes to a better understanding of resilience from a destination management organization (DMO) perspective in the context of shared responsibility. Design/methodology/approach To achieve this goal, a qualitative interview series was conducted with destination managers in urban and rural areas. The interviews were evaluated using the method of GABEK®, in order to reveal and visualize semantic relationships between the specific statements. This method allows the representation of linkages and relationships of keywords from interview transcripts in the form of network graphs. Findings A major result is the existence of a network of leaders who take responsibility for tourism development within a tourism destination. Within this network, the destination manager once again plays a key role by developing and formulating visions, goals and strategies. In this context, the relevant employees of the DMO have an important role to play, since they are an important resource of tourism development due to their experience and competences. Originality/value The paper contributes to a practical view on the development of visions and strategies. It analyzes challenges and possible ways to communicate with the required political and public actors of the destination as well as with the service providers to regard destination development as a collaborative task.

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“…The locals at the base of the pyramid by voicing their concern regarding tourism are overall voicing their frustration with life in general that turned into a form of antagonism toward visitors. To some extent, the findings of tis research paper is in line with Pechlaner et al (2018) who argued that the resilience of a region is related to the economic situation of that particular region. It is very important for the local DMO not to ignore the 'opponent' to tourism and events because they are part of the community and as such a stakeholder of the tourism and event industry.…”

“…Systems and individuals are exposed to a variety of crises (either social, ecological or economic) that can threaten their existence. Resilience is all about the ability of the systems and / or individuals to resist those threats (Pechlaner, Zacher, Eckert & Petersik, 2018). Systems and individuals have different level of resilience (Pechlaner, Zacher, Eckert & Petersik, 2018).…”

“…Resilience is all about the ability of the systems and / or individuals to resist those threats (Pechlaner, Zacher, Eckert & Petersik, 2018). Systems and individuals have different level of resilience (Pechlaner, Zacher, Eckert & Petersik, 2018). The economic success of an area over a long period of time contributes to the resilience of this area (Pechlaner et al, 2018).…”

“…Systems and individuals have different level of resilience (Pechlaner, Zacher, Eckert & Petersik, 2018). The economic success of an area over a long period of time contributes to the resilience of this area (Pechlaner et al, 2018). From a tourism point of view, the resilience of a destination is determined by the general acceptance of tourism by the locals, but also by the positive image of the DMO among the locals (Pechlaner et al, 2018).…”

The Living Lab as a Tool to Promote Residents’ Participation in Destination Governance

“…Such uncertainties evolve, for example, in global value chains and power asymmetries [37,38], in infrastructure development [39], in environmental issues and entrepreneurship [40], in travel participation [41], or in mobility transition [35]. In line with the sustainability discussion, the concepts of regionality and local space governance have gained great attention lately [42,43]. However, it is crucial that DG sources ideas and innovation from a variety of stakeholders and thus balances structural top-down approaches with bottom-up approaches [44,45].…”