Tourism and development challenges in the least developed countries: the case of The Gambia

Despite some recognition of the role of destination marketing organisations (DMOs) in crisis management, limited attention has focused on the role of DMOs in crisis events, and in particular their role in managing knowledge across diverse stakeholder groups and domains. This theoretical paper attempts to address this deficiency by synthesising knowledge management and tourism crisis management literature, to outline the potential role of DMOs in managing knowledge across boundaries during crises. Carlile's [(2004). Transferring, translating, and transforming: An integrative framework for managing knowledge across boundaries. Organization Science, 15(5), 555–568] work on boundary spanning is used to consider potential organisational and management issues for DMOs dealing with crisis events and how they should be managed. This paper argues that because of the role and nature of DMOs, they should play an important role as knowledge spanners/brokers to transfer, translate and transform knowledge to stakeholders. The paper concludes with future research avenues related to knowledge management, DMOs and crises.     

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

Within an increasingly networked environment and recent transitions in the landscape of funding for destination management organisations (DMOs) and destinations, pooling knowledge and resources may well be seen as a prerequisite to ensuring the long-term sustainability of reshaped, yet financially constrained DMOs facing severe challenges to deliver value to destinations, visitors and member organisations. Distributed Leadership (DL) is a recent paradigm gaining momentum in destination research as a promising response to these challenges. Building on the scarce literature on DL in a DMO context, this paper provides a policy-makers’ perspective into the place of DL in reshaped DMOs and DMOs undergoing transformation and explores current challenges and opportunities to the enactment and practice of DL. The underpinned investigation used in-depth, semi-structured interviews with policy-makers from VisitEngland following an interview agenda based on the DMO Leadership Cycle. Policy-makers within VisitEngland saw a multitude of opportunities for DMOs with regards to DL, but equally, they emphasised challenges acting as barriers to realising the potential benefits of introducing a DL model to DMOs as a response to uncertainty in the funding landscape.     

What does the consumer want from a DMO website? A study of US and Canadian tourists' perspectives

Destination marketing organisations (DMOs) are facing intriguing challenges to provide quality information online in an era of information overload. Insufficient knowledge of tourist's online information preferences and search behaviour has hindered them from effective information management. This research aimed to examine consumers' perspectives of the information role of the DMOs and their preferences and attitudes towards what constitute engaging and relevant Web contents and functionalities for a DMO website. The results suggested that tourists' preference of information content varied across the different levels of DMO websites (country, state/province and city). In addition, the study revealed that travellers' information needs and behaviour change over the entire information consumption process, which include the before, during and post‐trip period. Implications for DMOs were discussed at the end. Copyright © 2007 John Wiley & Sons, Ltd.     

The destination‐management organisation and the integrative destination‐marketing process

A main function of destination‐management organisations (DMOs) is that of being responsible for marketing their destinations. Many destinations involve stakeholders of different kinds. DMOs often have modest resources, and this creates a challenge: how should the DMO manage their marketing activities and achieve an outcome that benefits both the individual stakeholder and the destination? This study describes how DMOs can mobilise resources among the stakeholders and identifies the processes leading to integrated destination marketing. Basing our conclusions on a case study, we find that DMOs need to develop both pragmatic and moral legitimacy in order to develop integrated destination marketing. Copyright © 2008 John Wiley & Sons, Ltd.     

Web‐based destination marketing systems: assessing the critical factors for management and implementation

The Web‐based destination marketing system (DMS) has been widely used as a distribution channel and marketing tool by destination marketing organisations (DMOs) at different levels in the promotion and management of tourism destinations. However, successful Web marketing requires a systematic approach in understanding key factors supporting the management and implementation of the DMS both from business and technical perspectives. The purpose of this study is to assess the critical factors of the Web‐based DMS used by DMOs in the USA on the following five areas: website function design, website promotion, Website‐performance measurement, Web‐marketing impact assessment and organisation technology environment. Discussions of the study results and implications for Internet destination marketing and management are also provided. Copyright © 2007 John Wiley & Sons, Ltd.     

Destination management plans – a new approach to managing destinations in England: evidence from Milton Keynes

Within a new political and economic context, Destination Management Organizations (DMOs) across England are expected to facilitate a more holistic and inclusive approach to destination management and provide core leadership functions, rather than being solely responsible for the marketing and development of destinations. Destination Management Plans (DMPs) are an expression of a government-mandated, current policy-driven approach to guiding the work of private-led DMOs. These DMOs are being challenged to achieve a more sustainable level of performance in times of decreasing state funding. Building on the scarce literature surrounding this new approach to managing destinations, this paper looks into how an emerging destination has approached the development of such a plan in practice. The paper examines the case of Milton Keynes and its local destination management structure, the collaborative approach to policy development and the resultant DMP. The paper concludes by discussing the importance of the key aims of the plan and their relevance to comparable emerging destinations, which are developing DMPs.     

Air route suspension: The role of stakeholder engagement and aviation and non-aviation factors

This study provides insight into how aviation and non-aviation factors affect the decision to suspend air routes. Using examples from Australian domestic routes, the paper analyses the business relationships and negotiation processes followed by airports, airlines, and destination management organizations (DMOs) to avoid air route suspensions. Data were collected through semi-structured interviews with key aviation and tourism stakeholders directly impacted by suspended routes. The outcomes of this paper demonstrate that while most of the major reasons for air route suspension in Australia are mentioned in existing literature and are linked to demand, other factors have not previously been deeply investigated, including how stakeholders can be involved to avoid air route suspension. The paper also explores and identifies strengths and weaknesses in the relationship among airlines, DMOs and airports.     

Collaborative Marketing in a Regional Destination: Evidence from Central Florida

This paper aims to explore a collaborative approach to regional destination marketing. Research questions were constructed for empirical data collection via documentary analysis and semistructured interviews with senior executives of destination marketing organizations (DMOs) in the Central Florida region. The research findings suggest that collaboration among DMOs is beneficial in terms of cost reduction and market penetration. Several issues emerge as inhibiting factors to their collaborative destination marketing efforts. Discussions and implications are provided both from a theoretical and practical perspective on the basis of the findings of the study. Copyright © 2012 John Wiley & Sons, Ltd.     

Orientation to sustainability and strategic positioning of destinations: an analysis of international tourism websites

The communication that Destination Management Organizations (DMOs) address to destination stakeholders plays a central role in attracting attention and resources for sustainable destination development and disclosing the efforts made to be a sustainable territory. There has been extensive analysis on the role of official tourism websites that addresses both DMO's internal and external stakeholders. However, less exploration is available on the relationship between the contents disclosed through tourism websites and the strategic positioning of the destination. This study empirically examines that link with a focus on ‘green/sustainable/responsible' travel. Results show a positive association between the orientation to sustainability in online communication and both sustainable regulation of the tourism sector and tourism development. In contrast, there is no significant association with destination size, tourism maturity and pricing policies.     

Evaluating the effectiveness of destination marketing organisations' websites: evidence from China

Despite the extensive use of the Internet as a marketing tool by Chinese destination marketing organisations (DMOs), few studies have been conducted to measure the effectiveness of Chinese DMOs' websites. This study attempted to fill the gap by constructing a conceptual website evaluation model consisting of five dimensions of information, communication, transaction, relationship and technical merit. The proposed framework was tested to evaluate the effectiveness of each of the dimensions of 31 Chinese Provincial Tourism Administrations' (PTAs) websites. The results indicated that overall, the PTAs in China were not using their websites effectively. Among the five dimensions, transaction and relationship dimensions were the weakest areas of Chinese PTAs' websites. Great variation exists in the website effectiveness among different provinces. Suggestions and implications were provided and discussed. Copyright © 2010 John Wiley & Sons, Ltd.     

Film-induced tourist motivations. The case of Seville (Spain)

Tourists' attraction to filmed sites has increased destination marketing organisations (DMOs) interest in film-induced tourism. Seville, Spain, has been the setting of many national and international film productions. Film tourism research has focused on impacts, travel preferences and destination choice, but there is a lack of research on motivations of film tourism. As a consequence, DMO actions in film tourism are often developed ad hoc, in an unplanned and opportunistic way without understanding the phenomenon. This research tries to fill this gap by focusing on film tourism in Seville in order to identify film tourists' motivations. Results identify film tourism activity and find five motivations of the film-induced tourist in Seville: film site experiences, fantasy, novelty, touring the film and personal film-location connection. Results show films add something valuable to destination experience (as a secondary or tertiary attraction). Destination managers should consider novelty factor as an element to enhance tourist experience, especially for non-European ones as well as for female tourists and tourist above 25 years, to motivate a slightly positive site experience.     

Understanding road network dynamics: Link-based topological patterns

Road network interruptions caused by natural disasters are becoming more frequent and their consequences are becoming of a wider range. The main goal of this work is to identify the most important roads in a network. Herein, a new model is proposed to evaluate the most important roads in the network through the application of biclustering technique, identifying patterns of attributes (road performance measures) and patterns of roads (connectivity patterns). Thereafter the model presented here is compared with the mean geodesic distance variation. Both methodologies are applied to a case study and the pros and cons are discussed as well. Results point out the alpha index as the topological measure more relevant in the normal network flow; moreover the interruption of the links with highest values of connectivity will have larger consequences in the normal functioning of the network than the links with the lowest levels of connectivity. The approach here proposed is a useful insight of the network dynamics, which allows optimizing the worst-case performance of the system. This work can be useful for risk management actors, for civil protection agents, who need to decide on the effective allocation of human and physical resources and define priority areas, and for the government institutions which design the network of facilities.     

An adaptive approach to implementing innovative urban transport solutions

Urban transport is facing an increasing number of problems. Innovative technological solutions have been proposed for many of these problems. The implementation of these solutions, however, is surrounded by many uncertainties—for example, future relevant developments for urban transport demand and supply, the possible consequences of these developments for urban transportation system performance, and the way crucial stakeholders will value these consequences. In order to deal with these uncertainties, a flexible or adaptive policy is proposed that takes some actions right away and creates a framework for future actions that allow for adaptations over time as knowledge about urban transport technologies accumulates and critical events with respect to the implementation of these technologies take place. The adaptive approach is illustrated for three promising technological solutions for urban transport problems: (1) intelligent speed adaptation, (2) personal intelligent travel assistant, and (3) underground freight transport.     

Vienna's path to sustainable transport

Vienna, Austria reduced the car share of trips by a third between 1993 and 2014: from 40% to 27%. The key to Vienna's success has been a coordinated package of mutually reinforcing transport and land-use policies that have made car use slower, less convenient, and more costly, while improving conditions for walking, cycling, and public transport. During 32 in-person interviews in Vienna in May 2015, a wide range of politicians, transport planners, and academics almost unanimously identified the expansion of the U-Bahn (metro) and parking management as the most important policies accounting for the reduction in car mode share since 1993. Implementation of sustainable transport policies in Vienna has been a long-term, multi-staged process requiring compromises, political deals, and coalition-building among political parties and groups of stakeholders. This consensual approach to policy development has been time-consuming. Vienna has not been the first city to introduce any particular policy, but it has masterfully adopted successful policies from other cities. The continuity of social democratic governments in Vienna since 1945 has provided a crucial political basis for long-term implementation. The Greens have vigorously pushed for accelerating implementation of sustainable transport policies since becoming part of the ruling coalition government in 2010. The progressive political environment in Vienna has been essential to its increasingly sustainable transport system. Other major cities in Western Europe have also reduced the share of trips by car since 1990. Together with Vienna, they provide useful lessons for other cities throughout the world on how to reduce car dependence.     

Performance targets in transport policy

The measurement of performance in the public sector has become increasingly important in recent years and it is now commonplace for transport organisations, and local and national governments, to publish performance goals for service supply and quality. Such commitments, when time referenced, are known as targets. This paper, explains how changes in management style, consumer rights legislation, contractual obligations and other factors have combined to make management-by-targets increasingly common in the public sector. The advantages and disadvantages of management-by-targets are illustrated through discussion of the processes and experience of setting transport targets in UK national transport policy. We conclude that while some of the targets have had a significant impact on policy makers, managers and their agents, the effects have not always been as intended.     

阳泉站车号识别智能管理系统构建研究

随着铁路信息化建设的不断深入,货运票据电子化的实施,充分利用现有的车号识别系统与现车系统、确报系统大数据融合,实现铁路车号作业的智能化。在阐述阳泉站车号作业流程现状及存在问题的基础上,构建阳泉站车号识别智能管理系统,探讨阳泉站车号识别智能管理系统工作流程及效果,从更新车号排序、去除相同数据记录、匹配空标签信息和及时匹配车号信息入手,加强阳泉站车号识别智能管理系统优化,为实现铁路车站车号识别智能化提供借鉴。     

京沪高铁运营效益研究

京沪高铁开通运营以来,客运量持续增长,运输收入快速递增,并作为优质资产在2020年成功上市,成为中国高铁运营管理的标杆。采用财务分析和项目评价等实证分析方法,对京沪高铁运营十年以来的运输绩效进行研究,剖析京沪高铁公司快速盈利的原因,并对未来京沪高铁运营效益前景进行展望。     

From Davos,Switzerland to Mombasa,Kenya: a position paper on the adoption of the ‘Davos declaration’ by hotels

Climate change has been identified as a major challenge in the achievement of sustainable development especially for developing countries like Kenya. There has been a wide acknowledgement that there is a need for long-term strategies for the industry players to reduce their contribution to climate change in line with other industries. Industries and societal sectors have sought ways of mitigating the causes of climate change. The Second International Conference on Climate Change and Tourism, held in Davos, Switzerland, on 3 October 2007, provided practical guidelines for the industry in response to climate change. This paper seeks to evaluate the adoption of the ‘Davos Declaration’ among selected Mombasa hotels in terms of water, energy and waste management. Results indicate that despite wide knowledge among hoteliers on the impacts of climate change and the role hotels can play in its mitigation, most hoteliers are slow in adopting the mitigation measures.