Stakeholder e-involvement and participatory tourism planning: analysis of an Italian case study

Presenza, Angelo; Micera, Roberto; Splendiani, Simone; Chiappa, Giacomo Del

doi:10.1504/ijkbd.2014.065320

Cited by 41 publications

(25 citation statements)

References 38 publications

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“…The importance of the capacity to learn recognizes the challenges increasingly faced by tourism destinations related to good governance, innovation and the complexities of globalization. It follows that only with the continued collaboration with all the stakeholders (local authorities, government agencies, businesses and host communities) can the DMO create a virtuous circle that facilitates the collection of consumers' feedback and dissemination of knowledge within the destination, thus supporting the innovation of tourism products, services and experiences aligned with the co‐creation paradigm (Presenza et al ., ).…”

Section: The Knowledge Era: Meanings and Effects For Destination Manamentioning

confidence: 97%

“…Therefore, destination competitiveness is subject to the ability of the DMO to absorb, interpret and disseminate individual knowledge using innovative KM tools (Presenza, Micera, Splendiani and Del Chiappa, 2014). To succeed, a DMO must possess the competences, capabilities, structures and people to implement knowledge strategies successfully.…”

Section: Destination Management Organization and Knowledge Managementmentioning

confidence: 99%

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The Use of Intelligence in Tourism Destination Management: An Emerging Role for DMOs

Sheehan

Sánchez

Presenza

et al. 2016

Journal of Tourism Research

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Over time, the acronym DMO has evolved from a meaning centered on marketing (i.e. Destination Marketing Organization) to a meaning centered on management (i.e. Destination Management Organization). Expanding the role of DMOs to one of management implies a greater need to engage stakeholders both within the destination and external to the destination. We assert that this places the DMO in a fundamentally unique position of being a boundary spanner between the internal destination environment and the external competitive environment. This boundary-spanning role requires higher capabilities in knowledge management. The successful DMO of the future will be an intelligent agent of the destination that is able to identify, engage and learn from disparate stakeholders both within and outside the destination. It must acquire, filter, analyze and prioritize data and information from various sources to create knowledge that can be used to fulfill its role in destination management. Our paper is conceptual in nature, advocating an organizing framework to help understand the DMO's role as an intelligent agent that acts as a boundary spanner between the destination and the external competitive environment generating and disseminating knowledge. Outside the destination, the DMO must gain knowledge about the competitive environment, opportunities and threats, and trends that will change the future competitive landscape. Within the destination, the DMO must use this knowledge to strategically assess the strengths and weaknesses of the destination, align the resources of stakeholders and develop adequate competencies to formulate a strategy that is both competitive and sustainable. We conclude with a set of prescriptions for destination managers seeking to create an intelligent DMO that maximizes their knowledge management capabilities.

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Section: The Knowledge Era: Meanings and Effects For Destination Manamentioning

confidence: 97%

Section: Destination Management Organization and Knowledge Managementmentioning

confidence: 99%

The Use of Intelligence in Tourism Destination Management: An Emerging Role for DMOs

Sheehan

Sánchez

Presenza

et al. 2016

Journal of Tourism Research

Self Cite

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“…The Smartness of a Tourism Destination is a recent new frontier of studies in the tourism industry characterized by interdisciplinary perspectives in terms of models, tools and strategies and several policy implications [13,[52][53][54][55][56][57]. The integration of technologies, systems, services, and capabilities in a structural view impacting on cross-sectorial actors and institutions is a pre-condition for the development of a Smart Tourism Destination [58,59].…”

Section: Smart Tourism Destinations: Social Big Data For Open Innovationmentioning

confidence: 99%

Open Innovation and Social Big Data for Sustainability: Evidence from the Tourism Industry

et al. 2018

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This paper aims to contribute to the debate on Open Innovation in the age of Big Data by shedding new light on the role that social networks can play as enabling platforms for tourists’ involvement and sources for the creation and management of valuable knowledge assets. The huge amount of data generated on social media by tourists related to their travel experiences can be a valid source of open innovation. To achieve this aim, this paper presents evidence of a digital tourism experience, through a longitudinal case study of a destination in Apulia, a Southern European region. The findings of the study demonstrate how social Big Data could open up innovation processes that could be of support in defining sustainable tourism experiences in a destination.

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“…The participatory methods used have proved to be very useful for the business model construction and validation, especially for reaching an increased shared awareness of the territorial capital, the potential and tools for its valorization and the construction of the identity for the destination (Paül et al 2016;Presenza et al 2014), based on the new supply chain development of cultivations and final products.…”

Section: Discussionmentioning

confidence: 99%

Integrated Supply Chain Projects and multifunctional local development: the creation of a Perfume Valley in Tuscany

Scaramuzzi

Belletti²,

Biagioni³

2020

Agric Econ

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Marginal rural areas are undergoing major pressures from the effects of globalization, especially when no alternative has been found to conventional extensive agriculture and a lack of investments and vision squeezes the income of farmers. The objective of the paper is to show how Integrated Supply Chain Projects (Progetti Integrati di Filiera (PIF)), Italian rural policy tools funded in the framework of EU's Rural Development Policy, can integrate supply chain innovation and territorial integrated strategies, fostering a multifunctional development of marginal rural areas towards a newly discovered identity. The case study is the PIF "Flora Aromatica Santa Luce" funded by the Tuscany Regional Administration RDP in 2016. The project aims at creating a new supply chain of organic aromatic plants in the Santa Luce Valley (PI). The integration is based, on the one side, on the creation and valorization of the new supply chain product, represented by an organic cosmetic line made with lavender essential oil, and, on the other side, on the territorial development of the Valley, in an economic, social, environmental and touristic perspective. From a theoretical point of view, the approach used was based on the new rural development paradigm, assuming that the processes of broadening, deepening and regrounding, together compose the main axis of rural development. The canvas model was used in order to identify a business model for the new supply chain and the territorial development of the area, while, at the methodological level, a participatory action research (PAR) approach was adopted. Results show how a supply chain project (like a PIF) can enhance innovation and stable commercial relationships within the supply chain and support processes of vertical and horizontal coordination, but also stimulate extended territorial strategies supporting the integration processes between agriculture, processing and other economic activities following a territorial multifunctional development logic. At the same time, key benefits for the policymaker and local administrations can also be identified in particular for marginal rural areas where farmers and other local actors are weaker and collective action is more difficult. Thanks to the PAR approach, a PIF can stimulate participation of farmers to relevant RDP measures but also allow convergence of individual actions towards wider regional and local strategic objectives.

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Stakeholder e-involvement and participatory tourism planning: analysis of an Italian case study

Cited by 41 publications

References 38 publications

The Use of Intelligence in Tourism Destination Management: An Emerging Role for DMOs

The Use of Intelligence in Tourism Destination Management: An Emerging Role for DMOs

Open Innovation and Social Big Data for Sustainability: Evidence from the Tourism Industry

Integrated Supply Chain Projects and multifunctional local development: the creation of a Perfume Valley in Tuscany

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