Relevant bibliographies by topics / Destination management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Destination management'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 March 2023

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Journal articles on the topic "Destination management"

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Ryglová, K. "Destination management." Agricultural Economics (Zemědělská ekonomika) 54, No. 9 (September 24, 2008): 440–48. http://dx.doi.org/10.17221/2703-agricecon.

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This paper deals with the problems of destination management. It focuses on describing the crucial principles of destination management and consecutively on proving the functionality of these principles in practice in an area with a high potential for tourism development. In the selected South-Moravian region (JMK), we have explored whether an existing organization of destination management can be found in this region (DMC Destination Management Company) and to which extent it participates in the management and efficient development of tourism. To reach the set targets, we have used a secondary analysis of current data, a depth interview with a destination agency manager and an orientation questionnaire survey among business subjects. The results have shown that the level of cooperation between the destination agency in the JMK and the subjects of tourism is not on such a level and not as intensive as proclaimed by the South-Moravian Tourist Authority (CCRJM – the organization established with the aim of destination management in the JMK). For example, 50% of the addressed subjects have not been aware of the existence of this organization and only 10% of the companies have been addressed to cooperate with the CCRJM. The insufficient cooperation of public and private sectors appears to be the weakest segment. This causes an inconsistent presentation and isolation in preparing projects for the region development. It is the task for destination management, a new organization of tourism, to find the way how to cope with these difficulties and how to make the JMK a unified and quality destinations that would be attractive for tourists.
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Čavlek, Nevenka, Chris Cooper, Vanja Krajinović, Lidija Srnec, and Ksenija Zaninović. "Destination Climate Adaptation." Journal of Hospitality & Tourism Research 43, no. 2 (August 17, 2018): 314–22. http://dx.doi.org/10.1177/1096348018793507.

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A key element in the product mix of destinations is climate. Climate represents a critical part of a destination’s economic and resource base such that changes in climate will trigger human responses in terms of demand and the type of activities that the climate will support. This threatens the competitiveness, sustainability, and economic viability of destinations. This research note focuses on destination adaptation to climate change that is anticipatory not reactive, based on projecting future climate scenarios for a destination and then assessing the tourism products that the future climate will support. It outlines an original data-driven approach to adaptation that is generalizable to other destinations. The research note describes an exploratory research collaboration in Croatia between tourism and climate scientists that allows, first, the modeling of a destination’s projected climate conditions and, second, the products and activities that can be supported by these climate scenarios using climate indices for tourism.
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Dania, Tomáš, Kateřina Mlejnková, and Ida Rašovská. "Quality Destination Management." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 67, no. 4 (2019): 1027–37. http://dx.doi.org/10.11118/actaun201967041027.

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Tourism is recognized as a significant industry worldwide, a key sector and source of development and income in several countries. The article focuses on quality management in tourist destinations in the Czech Republic. The overall objective of the present study is to uncover the evaluation of destination management by tourist organisations. Hence, the importance of destination management for each organisation based on the model of excellence EFQM (European Foundation for Quality Management) is evaluated. Moreover, the article highlights and assesses the difference between organisations which possess a certificate of quality and those which do not. Furthermore, the findings of the research, the data for which were collected from respondents at tourism organisations in the Czech Republic, can be used for assessing the competitiveness of destinations and for recommendations for sustainable development in the future.
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Fyall, Alan, and Brian Garrod. "Destination management: a perspective article." Tourism Review 75, no. 1 (August 30, 2019): 165–69. http://dx.doi.org/10.1108/tr-07-2019-0311.

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Purpose Destinations are focal points for tourist activity and thus for the study of tourism. They are, however, notoriously difficult to manage due to their complex systems of stakeholders. Such complexity implies that destinations are driven by a wide range of forces in their internal and external environments. The purpose of this paper is to highlight the diversity and depth of the challenges at play in destination management and, in doing so, review the primary contributions in the field. Design/methodology/approach This is a "perspective" paper (i.e. critical literature review). Findings The study of destinations remains an area of active research interest, with the many challenges that arise from within and external to destinations offering much food for thought with respect to their longevity as viable, sustainable and competitive places for tourists to visit. For the future, the need to view destinations as part of a wider system is paramount with them being inescapable from debates on urban planning, economic inequality, transportation and housing and the omnipresence of all things “smart”. Such debates need to incorporate both tourists and resident communities, as the well-being and quality of life of both groups is under threat in many destinations, particularly heritage and culturally rich city destinations around the world, where the term “overtourism” is increasingly heard. Research limitations/implications This study has implications for the integrated and more holistic management of tourist destinations. Practical implications This is a "perspective" paper, so it does not offer individual practical implications for destinations. Moreover, it offers a concise and precise summary of core studies in the field and provides a platform for a more future-looking critical debate on the sustainable management of tourist destinations. Social implications Looking ahead, destinations need to be considered as part of a wider system, one that is inclusive of urban planning, economic inequality, transportation and housing, and “smart” initiatives among others. Most importantly, the views of tourist and resident communities need to be considered and incorporated into future planning at the destination level with wellbeing and quality of life indicators being used to identify the real benefits of tourism to both communities. Originality/value Integrated and holistic forms of destination management is the way forward, with the exponential growth of technology, as well as the need to manage the exchange of knowledge and data at the destination level, critical to the sustainability of the competitive destination long into the future.
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Zehrer, Anita, Frieda Raich, Hubert Siller, and Franz Tschiderer. "Leadership networks in destinations." Tourism Review 69, no. 1 (April 14, 2014): 59–73. http://dx.doi.org/10.1108/tr-06-2013-0037.

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Purpose – Co-operation activities play a central role for the development of a tourism destination, and require a co-operative approach among numerous different actors to manage and market a tourism destination. This paper aims to describe the characteristics of leadership networks in tourism destinations and their impact on destination development. Design/methodology/approach – The paper discusses network relationships of destination leaders, as in their collectivity, leaders shape and influence the destination's core services, strategic orientation and innovation capability. The research is based on the examination of relevant literature and a quantitative survey conducted in five selected tourism destinations in the Tirol, Austria. Findings – The article discusses leadership networks in community-structured destinations, providing insights into its organizational structure and dynamic behaviour. Moreover, the paper illustrates the network characteristics and its influence on the development of the tourism destination. Thus, implications for destination management can be derived. Originality/value – Discussions on leadership have usually been limited to firms and have not yet fully embraced the network and destination level. The originality of the paper is to provide insights in destination leadership and networking activities of leaders within destinations by means of a quantitative approach and thus adds to the growing body of literature on the functionalities of destination leadership networks, their structures and mechanisms.
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Abiola-Oke, Elizabeth, and T. O. Fakokunde. "Effect of Destination Brand on Destination Competitiveness in Southwest Region of Nigeria." International Journal of Hospitality and Tourism Studies 3, no. 1 (June 2022): 10–19. http://dx.doi.org/10.31559/ijhts2022.3.1.2.

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The image and competitiveness are essential aspects to its promotion and continuous existence in the marketplace. Both destination competitiveness and its brand image are individual concepts with significant influence on the destination. Hence this study is focused on how destination brand image can influence the competitiveness of a destination. To carry out this study, six destinations of the South-West region of Nigeria were the study area, and with the aid of a structured questionnaire, the data was collected. A total of 1530 questionnaires were distributed in the various attractions of the destinations, 1008 was recovered. From the analysis of the data through Structural equation Modelling, Path analysis, it was discovered that destination brand image does have a significant effect on the destination's competitiveness. Therefore, it is concluded that management organizations should give adequate attention to the brand image as it plays a significant role in the competitiveness of a destination.
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Berc Radišić, Branka, and Biljana Mihelić. "THE TOURIST DESTINATION BRAND." Tourism and hospitality management 12, no. 2 (December 2006): 183–89. http://dx.doi.org/10.20867/thm.12.2.16.

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Through its growing importance to tourism, the tourist destination is increasingly attracting the attention of researchers and tourism managers. The rationale lies in efforts to gain deeper insight into travel motivations and tourist demands and needs. In destinations, tourists can meet many of their needs, above all, the need for leisure and entertainment. Comfortable accommodations, recreation services and facilities, natural and cultural sights, as well as various entertaining events make the destination attractive to tourists. In competing, the destination that has a more organised offering and an established image of the market will have a higher degree of success. The best way to express a destination’s identity is through a well-crafted umbrella brand. This type of brand allows the promotion of all of the destination’s tourism supply providers, as well as their joint tourism product, on the market.
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Ceylan, Demet, Beykan Cizel, and Hatice Hatice. "The symmetric and asymmetric impacts of cognitive attitude components on overall mass tourism destination image: gender comparison." European Journal of Tourism Research 28 (March 15, 2021): 2805. http://dx.doi.org/10.54055/ejtr.v28i.2250.

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Mass tourism has become the preferred travel type for millions of people. All-inclusive (AI) initially emerged as an accommodation type for mass tourism destinations but has evolved to become its own form of tourism. Factors motivating tourists towards a mass-tourism destination offering all-inclusive products may vary according to market segments and demographic attributes. Research shows that cognitive factors that affect a destination’s image, which is one factor that attracts tourists, are not symmetrical in all cases. This study examines the effect of cognitive attitude components on the general destination image perception of tourists by using Asymmetric Impact-Performance Analysis (AIPA) to assess Antalya, a prominent AI mass-tourism destination. Regression analysis results provide important insights for destination management organisations (DMO) by classifying the asymmetric effects of each destination’s cognitive attitude component on overall destination image perception, according to gender.
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Bagarić, Lidija, and Danko Žitinić. "Competitiveness of Kvarner region: challenges for destination management and branding." Tourism and hospitality management 19, no. 2 (December 10, 2013): 217–31. http://dx.doi.org/10.20867/thm.19.2.5.

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Purpose – Tourism demand for destinations, services and facilities is changing rapidly and only the destinations with high adaptability can expect to survive. Tourists prefer destinations with strong brands that guarantee a high level of service quality and are prepared to pay for it. Design – This study designs to determine that destination has to recognize the importance of tourism, but, as a brand, Kvarner is not distinctive enough. Based on its natural beauty, rich heritage and its vicinity and accessibility to a large part of Europe, it has the potential of becoming a leading destination. Methodology – Research was carried out in accordance with the Integrated Model of Destination Competitiveness based on 85 indicators. Various statistical methods like T-test, Wilcoxon signed rank test and Shapiro-Wilk test were used. Approach – The research was conducted using a questionnaire, through a dissemination of emails and personal interviews with tourist officials and people involved in the development of tourism in the Kvarner area. Findings – This study finds that destination management is the weak point of destination competitiveness and hypotheses that resources strongly support the overall competitiveness of destination Kvarner, than the elements of destination management and that destination brand is not sufficiently distinctive are confirmed. Originality of the research – This study provides valuable information and comparable data about competitiveness of Kvarner destination and points at brand influence on destination competitiveness.
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Magaš, Dragan, and Lorena Bašan. "TOURISM DESTINATION MANAGEMENT COMPANY (DMC): A CENTRAL ACTOR OF A DESTINATION AS A MILIEU." Tourism and hospitality management 13, no. 3 (2007): 615–26. http://dx.doi.org/10.20867/thm.13.3.8.

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Today in Croatia, discordant views can be encountered at local and regional levels regarding responsibilities for the development of towns, municipalities and counties as tourism destinations. This underlines the necessity of establishing a superior tourism organisation that would integrate the interests of local authorities, tourism organisations, tourism supply providers and residents, and that would, on the one hand, possess the legitimate authority, knowledge and vision needed for destination development, while, on the other hand, it would be accountable for the destination’s development.
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Dissertations / Theses on the topic "Destination management"

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PINTORI, MORENA. "TOURISM DESTINATION MANAGEMENT: UN APPROCCIO MULTIDISCIPLINARE." Doctoral thesis, Università degli Studi di Cagliari, 2017. http://hdl.handle.net/11584/249621.

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The Tourism Destination Management field addressed tourism sector mainly from economic, environmental and political point of view but, an important 'change of regime' is taking place. Recently, we assist to a growing interest in so-called "hopeful tourism", an emerging, value-based paradigm, an innovative perspective, which uses new approaches to tourism discipline. An increasing number of "responsible tourism” researchers are now interested in making tourism knowledge geared towards ethical and global objectives, interpreting tourism as a catalyst capable of playing a central role in creating more sustainable world challenge and in promoting human dignity, rights and social justice.Tourist destination is seen as the unit of analysis suitable for this purpose. The themes developed emphasize important ethical, social and cultural aspects related to destinations. Given the multidisciplinary characteristic of tourism discipline, we adopts a holistic and socio-cultural approach by developing arguments through different perspectives combining humanistic values and scientific methods. This study is composed by three papers whose titles are: 1) Value co-creation and territory. The Monumenti Aperti case study; 2) Managing destination accessibility using information technologies tools; 3) Branding tourism destination and cultural myths. The first article aims to explore the issue of value co-creation, normally applied in enterprise sector, in the management of cultural attractions in a specific territory/destination. Using a case study, Monumenti Aperti event, we evaluate key aspects and emergent issue and factors that may foster local players to embrace the logic of value co-creation in destination management and development. It proposes and tests a first model able to describe the complexity of territorial value co-creation and to underline the relationships between identity, commitment, and value co-creation dimensions. The second study point out as the acceptance of diversity and the pursuit of equity and inclusiveness are important parameters in evaluating good and sustainable local tourism governance. The goal is to provide a framework able to analyse the relations between sustainable tourism development, tourism accessibility for People with Disability (PwD) and Information Technology (IT), focusing on the role of I.T. to overcome accessibility issues. A combined methods was adopted (Authomatic method and User judgement) involving PwD in evaluating website accessibility. A sample based on tourism destinations websites who won Sustainable and Accessible European Awards, has been used. The criteria and tools are taken from the UNWTO recommendations and Web Content Accessibility Guidelines (WCAG) 2.0 to evaluate perception, discoverability, understanding and use capabilities dimensions. Results allow to better understand the way in which sustainable destinations deal with the issue of accessibility and to realize what prior fields and web tools destinations should implement to achieve global accessibility. The third article extend the research on destination branding processes and the influential role of residents on building brand destination identity and personality. The study aims to explore the role of residents in the construction of destination identity. We use the Sardinian myth of Janas, promoted through a movie. Applying qualitative methods, using in-depth interviews with the producers of the movie, we identified attributes and dimensions used in the second part of the study, which consists in employing projective techniques (word association, sentences completion and personalisation) with residents who saw the movie. Results allowed to deeply understand the link between brand identity, personality and community identity in the branding process and the effectiveness of the strategy used.
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Gie, Jannie Adriaan. "Destination management: critical success factors for Knysna as an international tourism destination." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1433.

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Tourism, as an industry, has a great impact on society and the environment. It adds to economic growth; and therefore, many governments try to enhance tourism because they realise the potential economic returns. Within each country, there are towns or cities that have great tourism potential. In South Africa, Knysna is a good example of a small town with great tourism potential. This study examines the critical success factors of tourism destination marketing for the town of Knysna. Most South Africans see Knysna as an ideal holiday destination, as it has the infrastructure and offerings to make tourists' holidays unforgettable. However, unfortunately, in recent times bad publicity has caused Knysna's image to be damaged. To improve the town's image and to add to its economic growth, tourism bodies and the community have had to work together to ensure that Knysna sustains its position in the national and international tourism markets. The best way to achieve this is through effective destination management and destination marketing. The aim of this study is to determine how effective destination management and destination marketing can lead to competitive growth and to enhancing a destination's position in the tourism industry, and also to providing a set of practical guidelines for the successful implementation of the destination marketing of the town of Knysna. A literature study was conducted to find out what the theory reveals about destination management and marketing. This was followed by an empirical survey; and this survey was conducted in Knysna in the Western Cape. The results of the survey were compared with the literature and tourism operators and managers can now use these as a point of departure to fill any gaps, thus leading to the optimal positioning of Knysna on the international tourism map.
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Cox, Natasha Hannah. "Destination Brand Governance: An Exploration of Destination Management Organisations’ and Operators’ Perspectives." Thesis, Griffith University, 2014. http://hdl.handle.net/10072/366090.

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This thesis explores Destination Management Organisations’ (DMOs) and operators’ role in destination branding. The thesis draws upon a resource-based view to explore how the combination of a destination’s key resources and capabilities (i.e. destination brand) create valuable destination experiences that are aligned to consumer needs and wants. In doing so, through a multi-stakeholder exploration of branding practices, this thesis builds on existing destination branding literature. As the broker of the destination’s resources, the DMO must balance the relationships with operators to establish a consistent destination experience through brand governance. Yet, destination brand governance is complex due to the heterogeneity of the organisations involved developing and delivering the brand. As such, balancing the relationships within the destination to establish brand buy-in is a challenge for DMOs. This thesis defines brand buy-in as the operators’ willingness to engage positively with the destination brand. The process requires the operators and DMOs to contribute resources together to achieve a consistent brand experience. Failure to do so weakens brand experience and negatively influences consumer loyalty. It is therefore vital that DMOs understand the dominant logic influencing operators’ destination branding goals to stimulate brand buy-in. The absence of empirical research exploring destination brands from an operator perspective and, in particular, ways to promote their buy-in prompt the need for this research. In doing so, ways for DMOs to balance operator relationships through governance mechanisms are revealed
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
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Princis, Justina, and Olmos Gabriela Lund. "Destination management Companies – Möte, produkt och kundrelationer." Thesis, Örebro universitet, Restaurang- och hotellhögskolan, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-31137.

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Hristov, Dean. "Distributed leadership : lessons from destination management organisations." Thesis, Bournemouth University, 2017. http://eprints.bournemouth.ac.uk/29796/.

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Within a new funding and governance landscape, pooling knowledge and resources has become a fundamental prerequisite to ensuring the long-term sustainability of reshaped, yet financially-constrained Destination Management Organisations (DMOs), which face challenges to deliver value to their destinations and member organisations. Leadership and its distributed dimension, namely Distributed Leadership (DL) is a recent paradigm, which is gaining momentum in the domain of DMOs and destinations as a promising response to these challenges. The overarching aim of this study is to investigate how DMOs enact and practice DL and as such, serve as leadership networks in destinations following the organisational transformation of these DMOs within a new funding and governance landscape for DMOs and destinations in England. Three prominent domains from the broad organisational literature, namely DMOs and destinations, leadership and its distributed dimension, and Network theory and its practitioner tool SNA, both underpin and inform the cross-disciplinary approach embedded in this study. By adopting and adapting a recent organisational leadership framework (Hoppe & Reinelt, 2010), the underpinned study develops and puts into practice mixed- and multi-method- driven, three-phase methodological framework aimed at identifying the enactment and practice of DL in Destination Milton Keynes (DMK). The methodological framework fuses two strategic organisational literature domains, namely DL and SNA. Five core objectives contribute to addressing the overarching aim of this study, where the study first deconstructs and contextualises the shifting DMO concept, before defining the political and economic dimensions of its organisational context that influence change on a DMO level. The study then identifies an initial evidence of organisational change within the DMO in focus influenced by shifts in its organisational context, where the development and implementation of Destination Management Plans (DMPs) provide insights into the enactment of DL on a DMO level. The adopted Abductive approach to knowledge accumulation, which is founded on the continuous interplay between existing theoretical contributions and new empirical data, also supports the development of the DMO Leadership Cycle. Thirdly, after providing evidence of the enactment of DL through DMPs, the study investigates processes related to the practice of DL in DMK by adapting Hoppe and Reinelt’s (2010) framework for the evaluation of leadership development along with a number of structural and relational network properties. This results in the identification of six contrasting yet interconnected leader types within the organisation in focus. Building on this evidence of the enactment and practice of DL in DMK, the study formulates a response to key challenges to and opportunities for the enactment and practice of DL in DMK and reshaped DMOs in England through the perspective of both senior leaders representing DMO member organisations and policy-makers representing lead figures at Visit England. At last, driven by findings derived throughout the three phases of data collection, the study constructs a set of practitioner outputs, which may provide implications for DL practice in reshaped DMOs. Amongst these are guidelines for good leadership practice for reshaped DMOs to inform future leadership practice on a DMO level in the UK and the development of a methodological framework for the identification of DL in DMOs. Findings from this study build on the existing state of the literature on DMOs and destinations by constructing the DMO Leadership Cycle and its theoretical dimensions, the introduction of definitions of DMOs serving as leadership and DL networks in destinations, and building upon the leadership dimension of the DMO Leadership Cycle. Findings also build on the existing state of the DMO and destination leadership practice and the application of the DL paradigm in the context of DMOs and destinations in particular by shifting the focus from marketing and management to leadership and DL, the introduction of guidelines on good leadership practice for DMOs, constructing the DMO Leadership Cycle and its practitioner dimensions. Findings from this study build on the existing state of the literature on leadership and DL by introducing advances in the measurement of DL and the identification of DL behaviours and roles within networks. Findings also build on the existing state of leadership practice and the application of the DL paradigm in particular by providing practitioner insights on how leadership is distributed through an investigation in situ beyond traditional fields of application and across diverse organisations.
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QUAN, GUI. "DESTINATION IMAGE, RISK PERCEPTION AND THE UNITED STATES AS AN EDUCATIONAL DESTINATION FOR CHINESE COLLEGE STUDENTS." Kent State University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=kent1384884511.

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Kocková, Jitka. "Destinační marketing a management." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-17213.

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Work presents the theoretical aspects of destination management and marketing. It defines the destination management and sustainable development of tourism. The work is applied to destination management and destination marketing in region Sokolovsko. For this destiaci is proposed marketing strategy and marketing mix.
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Abdal-Fadeel, Marwa Magdy G. "Destination management systems : towards a holistic effectiveness evaluation." Thesis, University of Hull, 2011. http://hydra.hull.ac.uk/resources/hull:4715.

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This study aims to enhance the understanding of destination management system (DMS) effectiveness and its evaluation. Upon review of the literature, it was established that DMS effectiveness and its evaluation has not yet been researched adequately. Informed by an interpretive approach, this study contributes to research particularly by investigating what constitutes effectiveness and explores the aspects (factors and relationships) that need to be considered in a holistic DMS effectiveness evaluation. Based on a qualitative case study strategy, this study adopts a comprehensive approach that considers multiple stakeholder groups� perspectives. The research evidence is collected through a case-study of the Egyptian DMS experience (the Touregypt project). The Touregypt project gives insights to the understanding of three DMS cases that have not been researched before in DMS literature: first, an actual DMS application in a developing country; second, a public and private sector partnership experience; and third, a failed DMS experience (the system has failed in the course of this research).Prompted by the interpretive approach, this study tried to explore DMS effectiveness based on the perspectives, attitudes and experiences of the multiple stakeholder groups (Hesse-Biber and Leavy 2010). Accordingly, the empirical data was collected through a multi-method approach that includes interviews, observation, archival document analysis (including Touregypt forum analysis), and website analysis. Data has been analyzed guided by discourse analysis, complemented with the general inductive approach of Miles and Huberman (1994). Following an interpretive theory-building strategy, the analyzed data has been further interpreted in the light of prior theories of DMS and information systems research, particularly the Delone and MacLean IS effectiveness theory (1992, 2003, and 2004).The main contribution of this study to knowledge is a theory based model that enhances the understanding of DMS effectiveness evaluation. The suggested model identifies the aspects (factors and relationships) that need to be considered when evaluating the effectiveness of DMS. Also, the results of this study give insights to the understanding of DMS effectiveness by shedding light on what constitutes effectiveness and the possible relationship between such constructs.
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Mahlangu, Nosiphiwo. "Destination management organisational functions in advancing business tourism." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/65498.

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One of the sectors within the tourism industry which is considered to be large and continuously expanding is the business tourism sector, also known as MICE tourism (meetings, incentives, conferences and exhibitions). Countries and cities rely heavily on investment in infrastructure to support the development of this sector and to ensure sustained growth, many destinations use destination management organisations (DMOs) and convention bureaus to provide leadership. These organisations are also tasked to actively promote the destination for leisure travel and it is necessary to understand the distinct requirements that set business tourism development and promotion apart from leisure tourism. This study employed multi-method qualitative research to investigate the roles and functions that DMOs perform in order to develop business tourism in a destination. This included understanding the challenges faced within varied destinations. Data was collected through interviews with a sample of nine major DMOs at various levels and four major conference centres across South Africa. Strategic documents and website content was also analysed as supplement to the primary data. The study shows the importance of especially DMO stakeholder engagement, marketing, identification of opportunities to host business tourism events within the destination, as well as bidding support as the main roles and functions that need to be performed to ensure sustained growth of business tourism. A framework is presented depicting the interaction between DMOs at the national, regional and local levels, as well as with the various industry stakeholders.
Dissertation (MCom)--University of Pretoria, 2017.
Tourism Management
MCom
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BOLZICCO, Cristina. "Destination management e turismo religioso: il caso Medjugorje." Doctoral thesis, Università Politecnica delle Marche, 2013. http://hdl.handle.net/11566/242692.

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I notevoli cambiamenti avvenuti nel corso degli ultimi venti anni ed il contemporaneo sviluppo del concetto di Destinazione hanno reso evidente che per avere successo in campo turistico è necessario affrontarne le sfide con un approccio di tipo manageriale. In particolare, il Turismo Religioso a metà strada tra sacro e profano ha assunto sempre maggior rilevanza tra le varie forme di mobilità,: nonostante i notevoli impatti sull’economia, il fenomeno non è stato ancora adeguatamente approfondito dalla letteratura economico-aziendale, soprattutto nazionale. L’obiettivo principale del presente lavoro è l’analisi della relazione tra Destination Management e Turismo Religioso, per evidenziarne peculiarità e profili gestionali. Più in dettaglio, una parte significativa è stata dedicata al caso Medjugorje, meta di milioni di pellegrini, ed ai suoi risvolti rilevanti in termini di sostenibilità.
The significant changes occurred over the past twenty years and the simultaneous development of the Destination concept have highlighted that if you want to be successful in the Tourism arena you need to face its challenges with a managerial approach. More in particular, Religious Tourism, halfway between the sacred and the profane, has become an increasingly important form of mobility,: despite significant potential impacts on the economy, the phenomenon has not yet been adequately dealt with in business management literature, especially in Italy . This work’s main goal is to analyze the relationship between Destination Management and Religious Tourism, as well as to highlight its peculiarities and management profiles. More specifically, a significant part of the work has been devoted to the Medjugorje case, now a destination for millions of pilgrims, and to its significant implications in terms of sustainability.
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Books on the topic "Destination management"

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Kozak, Nazmi, and Metin Kozak, eds. Tourist Destination Management. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-16981-7.

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Fischer, Elisabeth. Das kompetenzorientierte Management der touristischen Destination. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-8215-5.

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Sigala, Marianna, and Richard N. S. Robinson, eds. Wine Tourism Destination Management and Marketing. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-00437-8.

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Kennell, James, Azizul Hassan, Priyakrushna Mohanty, and Anukrati Sharma. Crisis Management, Destination Recovery and Sustainability. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003295839.

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Destination benchmarking: Concepts, practices, and operations. Cambridge, MA: CABI Pub., 2004.

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Managing the tourist destination. London: Continuum, 2002.

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Howie, F. Managing the tourist destination. London: Continuum, 2003.

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Destination marketing and management: Theories and applications. Wallington, Oxfordshire, UK: CABI, 2011.

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Wang, Y., and A. Pizam, eds. Destination marketing and management: theories and applications. Wallingford: CABI, 2011. http://dx.doi.org/10.1079/9781845937621.0000.

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Tourist destination management: Issues, analysis, and policies. London: Routledge, 1995.

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Book chapters on the topic "Destination management"

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Benckendorff, P. J., Z. Xiang, and P. J. Sheldon. "Destination management and smart destinations." In Tourism information technology, 285–311. Wallingford: CABI, 2019. http://dx.doi.org/10.1079/9781786393432.0285.

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Mason, Peter. "Destination management." In Tourism Impacts, Planning and Management, 193–208. Fourth editon. | Abingdon, Oxon ; New York,: Routledge, 2020. http://dx.doi.org/10.4324/9780429273544-16.

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Robinson, Peter, Michael Lück, and Stephen Smith. "Destination management." In Tourism, 259–83. Wallingford: CABI, 2020. http://dx.doi.org/10.1079/9781789241488.0259.

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Morrison, Alastair M. "Destination management research." In Marketing and Managing Tourism Destinations, 118–57. Second edition. | New York : Routledge, 2019. | “First: Routledge, 2018. http://dx.doi.org/10.4324/9781315178929-4.

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Morrison, Alastair M., and Cristina Maxim. "City destination management." In World Tourism Cities, 85–109. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003111412-6.

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Bladen, Charles, and Carol Callinan. "Destination recovery." In Crisis Management, Destination Recovery and Sustainability, 31–44. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003295839-5.

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Stevens, Terry. "In search of alchemy: the art and science of destination management." In Tourism in development: reflective essays, 128–46. Wallingford: CABI, 2021. http://dx.doi.org/10.1079/9781789242812.0011.

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Abstract This chapter summarizes the body of knowledge on destination management and the benchmarking of successful destination management organizations (DMOs). Some of the success factors for destinations are discussed, and reflections are offered on the likely future agenda for destination management and DMOs.
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Barthelmé, Pierre. "Destination-Management: Herausforderung Europaprofil." In Wettbewerb der Destinationen, 219–29. Wiesbaden: Gabler Verlag, 2000. http://dx.doi.org/10.1007/978-3-663-07790-9_18.

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Vlachos, Peter. "Crisis management." In Crisis Management, Destination Recovery and Sustainability, 22–30. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003295839-4.

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Risfandini, Andini, Armanu Thoyib, Noermijati Noermijati, and Mugiono Mugiono. "The Determinant Factors of Tourism Destination Competitiveness and Destination Management: A Case Study from Malang City." In Proceedings of the 19th International Symposium on Management (INSYMA 2022), 879–86. Dordrecht: Atlantis Press International BV, 2022. http://dx.doi.org/10.2991/978-94-6463-008-4_110.

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AbstractThis research aims to identify the determinant factors of tourism destination competitiveness and the determinant factors of destination management. This research applies interpretivism as the research paradigm with a single case study qualitative research. Data were collected through semi-structured in-depth interviews. The researchers transcribed the interview results and a thematic analysis was conducted to find the emerging themes in the transcript verbatim. The determinant factors of tourism destination competitiveness consist of tourist attraction, unique characteristics of tourism destinations, good accessibility, amenities (hotel and restaurant), safety, cleanliness, and friendliness of the locals. Destination management consists of organization, strength mapping, strategy to improve tourism destination competitiveness, synergy, addressing the problems that can decrease competitiveness, and tourism management during crises. Concerning the Covid-19 pandemic, the research findings include tourism management during crises as part of destination management. Crisis management is deemed important during the Covid-19 pandemic, especially for the tourism sector, which the pandemic has hit the hardest. The major proposition of this research is that the determinant factors of tourism destination competitiveness managed through organized and thorough destination management could improve tourism destination competitiveness.
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Conference papers on the topic "Destination management"

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Pavković, Vladimir, and Tamara Vlastelica. "Brand Management of Urban Tourist Destination Based on Dimensions of Tourist Attractiveness." In 6th International Scientific Conference – EMAN 2022 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2022. http://dx.doi.org/10.31410/eman.2022.191.

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At the very core of an urban tourist destination is a multidimen­sional construct of tourist attractiveness, which should be appealing to po­tential tourists and influence their decision to visit. Given the challenges of in­creasing global competition and the negative consequences of the COVID-19 pandemic, urban destinations must adequately identify the key dimensions of their attractiveness and ensure their visibility and differentiation. The pur­pose of this paper is to identify the role that different dimensions of tourist attractiveness have in managing the brand of an urban tourist destination, with a special focus on forming the expectations, attitudes and intentions of potential tourists. The methodology used in the paper includes: theoretical conceptualization of urban tourist destination, definition of dimensions of tourist attractiveness and determining the role that dimensions of tourist at­tractiveness have in managing the brand of urban tourist destinations. One of the conclusions of the research presented in the paper is that the dimen­sions of tourist attractiveness, both physical and social, play a key role in the strategic processes of brand management of an urban tourist destination.
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Ambrose, Ivor, and Katerina Papamichail. "INFORMATION TOOLS FOR CULTURAL TOURISM DESTINATIONS: MANAGING ACCESSIBILITY." In Tourism in Southern and Eastern Europe 2021: ToSEE – Smart, Experience, Excellence & ToFEEL – Feelings, Excitement, Education, Leisure. University of Rijeka, Faculty of Tourism and Hospitality Management, 2021. http://dx.doi.org/10.20867/tosee.06.2.

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Purpose – This paper is prepared in connection with the H2020 IMPACTOUR project on “Improving Sustainable Development Policies and Practices to access, diversify and foster Cultural Tourism (CT) in European regions and areas”. It addresses the development of indicators for the management of accessibility in European CT destinations, responding to the growing accessible tourism market as a driver of sustainable tourism strategies. Methodology – The paper describes the development of tools, indicators and metrics for gathering accessibility information, which DMOs may use as part of the IMPACTOUR CT destination management system. It reports on global and European destination management systems and tools, and describes key requirements for accessibility indicators, namely: 1) Validity, 2) Reliability, 3) Universality, 4) Availability, 5) Scalability and 6) Operability. Findings – A set of “core indicators” and additional “optional indicators” are selected for initial testing in the IMPACTOUR Destination Pilot Sites in various EU countries. Pilot destinations and representative groups of citizens and visitors will be engaged in testing and validating the accessibility parameters of the tool and demonstrating how tourists with access requirements can be suitably catered for within the overall framework of sustainable destination management. Contribution – The paper describes the development of information tools supporting CT destinations in managing the demands of the growing accessible tourism market. The use of accessibility indicators in destination management is part of the holistic, data-driven approach promoted by IMPACTOUR, aiming to ensure inclusive cultural tourism for all visitors and citizens in the host communities.
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"Tourism Marketing and Destination Management." In ABLE-18, ICLHESS-18 & MLEIS-18. Dignified Researchers Publication (DiRPUB), 2018. http://dx.doi.org/10.15242/dirpub.dirh0118204.

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Atadil, Hilmi A., Ercan Sirakaya-Turk, and Ksenia Kirillova. "DESTINATION NEUROGENETICS:CREATION OF DESTINATION MEME MAPS OF TOURISTS." In Bridging Asia and the World: Global Platform for Interface between Marketing and Management. Global Alliance of Marketing & Management Associations, 2016. http://dx.doi.org/10.15444/gmc2016.06.03.03.

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Oh, Haemoon, and Miyoung Jeong. "SOCIAL EXCHANGE RELATIONSHIP BETWEEN DESTINATION MANAGEMENT." In Bridging Asia and the World: Global Platform for Interface between Marketing and Management. Global Alliance of Marketing & Management Associations, 2016. http://dx.doi.org/10.15444/gmc2016.06.09.03.

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Zhou, Lingqiang, and Nanqian Deng. "Exploring the role of tourism destination personality in destination branding—A review of destination personality research." In 2012 9th International Conference on Service Systems and Service Management (ICSSSM 2012). IEEE, 2012. http://dx.doi.org/10.1109/icsssm.2012.6252274.

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Lei, Wang, Xing Huibin, and Stella Kostopoulou. "The relation of destination marketing and destination management from a theoretical perspective." In 2014 11th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2014. http://dx.doi.org/10.1109/icsssm.2014.6943353.

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Panić, A., M. Koščak, and B. Pavlakovič. "Managing a sustainable tourism destination." In The International Conference on Research in Management & Economics. acavent, 2018. http://dx.doi.org/10.33422/ime.2018.12.74.

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Marković, Ivana, Biljana Rabasović, and Marina Janković Perić. "Influence of the Social Media on Choosing the Destination." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_222.

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Social media is playing an increasingly important role in many aspects of tourism. While planning a trip, tourists look for information on social media, consider the comments of users who have already visited the destination, and share their experiences about the destination during and after the holiday. Therefore, social media has been proven as an excellent channel for promotion and communication with tourists, as well as an effective complaint management system. This topic has been the subject of many studies that explored the role of social media in promoting, building the image and brand of a tourist destination, while few studies have explored the impact of social media on tourist destination choice. Therefore, the subject of this paper is to analyze the influence of social media on choosing the tourist destination. The aim of this paper is to examine the impact of the availability of information related to the destination and user-generated content through social media on the tourist destination choice. Data were collected using the online survey technique, and research hypotheses were tested by regression analysis. The study results indicated the importance of the availability of information about the destination and a word-of-mouth propaganda on social media while choosing a destination. The theoretical contribution is reflected in new information regarding the role of social media in tourism, which is limited in the domestic scientific literature. As a practical contribution, the study provides information that may be useful to tourism service providers in creating a promotional campaign on the Internet.
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Novika Widjaja, Fitri. "Influence of destination attributes on destination image of Surabaya City according to domestic MICE participants." In 15th International Symposium on Management (INSYMA 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/insyma-18.2018.49.

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Reports on the topic "Destination management"

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Tourism Destination Management Plan for the Bandarban Hill District, Bangladesh (2017 – 2027). Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2017. http://dx.doi.org/10.53055/icimod.698.

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Tourism Destination Management Plan for the Bandarban Hill District, Bangladesh (2017 – 2027). Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2017. http://dx.doi.org/10.53055/icimod.698.

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