The antecedents of digital collaboration through an enhanced digital platform for destination management: A micro-DMO perspective

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.     

The development of a destination brand identity: a story of stakeholder collaboration

Literature has demonstrated the central role of stakeholders and collaboration in destination branding. However, empirical studies on stakeholder interactions and their dynamics in destination and place branding are still rare. The objective of this study is to examine how different kinds of factors and internal stakeholders’ actions contribute to destination brand identity development. Drawing from social identity and place branding theories, and empirical research from a ski destination, we identify five factors and four actions contributing to the destination brand identity development process. Our findings indicate that a strong informal stakeholder group can take the leadership in brand development and that the role of the destination marketing organisation might be overemphasised in the literature on destination marketing and management.     

The Use of Problematic Integration Theory to Assess Destination Online Promotion Activities

Abstract

This paper uses problematic integration theory to assess destination online promotional activities often used to influence consumer travel purchase behavior. The model of destination online promotion activities assessment focuses on the link between consumers' online brand preference drivers (differentiation, quality, and value) and online market data (price, distribution, Web presence, promotions, direct online communication tool, and ad identification). The model is tested using the case of Australia (www.australia.com) and their efforts to attract a U.S. market. The study found Australia.com is a well-designed travel guide that provides information and emphasizes its aesthetic aspects. However, the Website's interactive aspects could be improved. By assessing destination online promotional activities, destination marketing organizations may be able to reduce underlying uncertainty regarding the destination and more clearly address the needs of their target markets.     

Requirements for destination management organizations in destination governance: Understanding DMO success

In current conceptualizations of destination management, destination management organizations (DMOs) are required to act as network managers. Previous research claims that DMOs capable of actively fostering collaboration between destination stakeholders are key to ensuring a destination's competitiveness. Yet, empirical investigations concerning the role of DMO success in establishing the competitiveness of destinations are rare. Even less is known about determinants of DMO success. Therefore, the main objective of this study is to better understand DMO and destination success by investigating the role played by networking capability. One key insight is that the effect of networking capability works through increased DMO authority, i.e. enhanced power and acceptance of the DMO within the destination network. Besides the advances in terms of content, our research also offers a relevant methodological contribution by introducing a recently developed approach in mediation analysis, which has so far received little attention in the tourism literature.     

Destination Online Communication: Why Less is Sometimes More. A Study of Online Communications of English Destinations

This research investigates the relationship between Web site design and the Web site end-user experience of a vast number of English tourism destinations, both local and regional ones. Following recent research in the field, this paper evaluates destinations’ online communication based on the implemented Web site features and on the effectiveness of the communication itself, borrowing its research methodology from different domains. After content and functionality analysis, a user-experience, scenario-based investigation has been carried out, which demonstrated that complex Web sites do not always serve end-users’ needs properly; in other words, Web site complexity is not directly related with good user experience. This research may help destination managers to foster their online communication if they have fewer content and functionalities but are better focused and clearly user-oriented.     

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.     

Tourism Crisis Management and Organizational Learning

SUMMARY

To date limited attention has been provided on the review stage of the crisis management framework, despite the importance of organizational learning for developing effective tourism crisis strategies. Using the concepts of double loop learning (Argyris and Schon, 1996), doubting (Blackman and Henderson, 2004) and Preskill and Torres (1999) core processes of evaluative enquiry, the paper discusses the possible application of critical evaluative inquiry and managed reflection by DMOs. The paper recommends that DMOs question their existing knowledge, assumptions and beliefs through reflection and dialogue with stakeholders and collect and analyse information, not just related to confirming the success of crisis strategies, but to assesses the likely impact of alternatives. Challenging existing mental models and capturing this emergent knowledge should enable DMOs to develop even better tourism crisis communication strategies in the future.     

Usability of Chinese Destination Management Organization Websites

Information Communication Technology (ICT) has had a large impact on tourism industry. In Mainland China (hereafter known as China), the increasing popularity of Internet applications to its tourism industry is evident by the rapid growth of Chinese tourism websites. In 2005, e‐tourism in China has reached an income of RMB12.5 billion or US$1.63 billion, showing that although a small percentage of Chinese use the Internet, their online consumption is still considerable. While the e‐tourism market seems promising, there exist a limited number of prior studies on website evaluations in the context of China. This research explores usability, a contemporary issue of website design, and focuses on the provincial Destination Management Organization (DMO) websites in China. Research findings include a checklist of criteria for assessing DMO website usability. Findings showed that China's DMO websites had medium problems, and the best and worst performing destinations were Beijing and Ningxia. In addition, the usability indices had no significant relationship with website performance and level of tourism regional development which was represented by total tourism income in the destination. Findings of this study would be of interest to readers for better understanding the current development of DMO websites in China. Industrial practitioners may consider adopting a similar approach to evaluate their websites.     

Determinants of tourism success for DMOs & destinations: An empirical examination of stakeholders' perspectives

What is tourism success? Specifically, what does tourism success mean for a destination as opposed to a destination management organization (DMO)? The main objectives of this study were to examine the concept of tourism success as it relates to both destinations and to DMOs, and to determine if a relationship or distinction exists between the two. Eighty-four (84) knowledgeable tourism managers and stakeholders from twenty-five (25) Canadian destinations were interviewed. Responses were used to identify variables and build a model that supports the existence of a relationship between the success of tourism destinations and DMOs with respect to community relations, marketing, and economic indicators. Unique to DMO success were supplier relations, effective management, strategic planning, organizational focus and drive, proper funding, and quality personnel. Unique to destination success were location and accessibility, attractive product and service offerings, quality visitor experiences, and community support.     

Destination marketing organization website visitors’ flow experience: an application of Plog’s model of personality

ABSTRACT

This study investigates the relationships among website features (i.e. informativeness, design, and interactivity), flow experience, and the user’s intention to seek and use travel information provided on destination marketing organization (DMO) websites. It incorporates the moderating effects of personality into those relationships. Respondents (n = 433) were asked to visit and explore a DMO website and then to respond as if they were planning to travel to the destination. The results show that three website features relate positively to flow experience and that flow experience contributes to behavioral intention. This study also finds that personality moderates the link between web features (informativeness and interactivity) and flow experience, the implications of which are discussed at the end of the paper.