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The antecedents of digital collaboration through an enhanced digital platform for destination management: A micro-DMO perspective |
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| Institution: | 1. Center for Tourism Research, Wakayama University, Sakaedani 930, Wakayama, 640-8510, Japan;2. School of Hospitality and Tourism Management, University of Surrey, Guildford, GU2 7XH, Surrey, United Kingdom;3. The Norwegian School of Hotel Management, University of Stavanger, Kjell Arholms Gate 41, 4021 Stavanger, Norway;1. Copenhagen Business School, Department of Marketing, Solbjerg Plads 3, 2000, Frederiksberg, Denmark;2. JCU Singapore Business School, James Cook University, 149 Sims Drive, Singapore, 387380, Singapore;3. Department of Hospitality and Tourism Management, Isenberg School of Management, University of Massachusetts, Amherst, 121 Presidents Dr, Amherst, MA, 01003, USA;4. School of Travel Industry Management, Shidler College of Business, University of Hawaii at Mānoa, 2560 Campus Road, Honolulu, HI, 96822, USA;1. School of Hotel and Tourism Management, The Hong Kong Polytechnic University, 17 Science Museum Road, TST East, Kowloon, Hong Kong;2. School of Hospitality and Tourism Management, University of Surrey, Guildford, UK, GU2 7XH;1. School of Tourism and Urban-rural Planning, Zhejiang Gongshang University, Hangzhou, 310018, China;2. School of Management and Marketing, Curtin Business School, Curtin University, WA, 6102, Australia;3. School of Management, Xiamen University, Xiamen, 361005, China;4. Shanghai Development Institute, Shanghai University of Finance and Economics, Shanghai, 200433, China;1. School of Hotel and Tourism Management, The Hong Kong Polytechnic University, Hong Kong;2. Advanced Institute of Business, School of Economics and Management, Tongji University, China;3. Department of Psychological Sciences, Rice University, United States;4. Department of Management & Leadership, C.T. Bauer College of Business, University of Houston, United States;5. Department of Organization and Human Resource Management, School of Management, Harbin Institute of Technology, China |
| Abstract: | While the tourism sector shifts towards digital transformation, Destination Management Organisations (DMOs) often struggle to adapt to their changing technological environment. This study explores the antecedents of digital collaboration and develops a framework for micro-DMOs to enhance effective destination management through digital technologies. An integrated sequential qualitative approach was adopted by conducting multi-phase interviews, in addition to designing and trialling a real-world trial digital platform. The research provides empirical evidence that digital collaboration is essential for micro-DMOs, necessitating them to transform their current “websites” into digital platforms which act as a hub for business stakeholders to actively be involved in. Antecedents of successful digital collaboration include mutuality, trust, control, and leadership which may be manifested differently from non-digital collaboration. Additionally, the study identifies three aspects for digital collaboration; marketing, networking and knowledge sharing that demands specific attention. Our results have theoretical, methodological, and practical implications for academia, industry and policymakers. |
| Keywords: | DMO Digital platform Digital collaboration eTourism Destination management system (DMS) Design thinking DMO"} {"#name":"keyword" "$":{"id":"pc_9HT3GBlXNb"} "$$":[{"#name":"text" "_":"Destination Management Organisation SME"} {"#name":"keyword" "$":{"id":"pc_HuVouqc0M9"} "$$":[{"#name":"text" "_":"small medium enterprise B2B"} {"#name":"keyword" "$":{"id":"pc_EPNjLEyP7h"} "$$":[{"#name":"text" "_":"business-to-business B2C"} {"#name":"keyword" "$":{"id":"pc_t4OHQOo7aG"} "$$":[{"#name":"text" "_":"business-to-consumers B2B&C"} {"#name":"keyword" "$":{"id":"pc_nCSYU8kLLG"} "$$":[{"#name":"text" "_":"business-to-business and consumers |
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