Destination management organizations as interface between destination governance and corporate governance
MetadataShow full item record
Destination management organizations (DMOs) play a major role in managing destination networks and in fostering cooperation between destination actors. DMOs are central figures in the governance of tourism destinations. However, being organizations, their operations are also judged according to their organizational efficiency and effectiveness. This paper applies the concept of corporate governance to capture these internal performance indicators, and investigates its relationship to the external performance of DMOs as promoters of cooperation. Very few studies have considered such inter-dependencies between DMO performance and destination performance; and even fewer have explicitly analysed the relationships between the destination governance and the corporate governance of DMOs. Therefore, this research uses an exploratory, theory-generating case study approach to develop testable hypotheses for future generalizing research attempts. Semi-structured interviews were conducted with several destination actors, and qualitatively analysed using the GABEK toolset. From this qualitative analysis four hypotheses emerged, which generally indicate a positive link between a DMO's corporate governance characterized by a broad stakeholder involvement, an efficient way of working, visible signs of performance on the one hand, and both the DMO acceptance and the level of cooperation in the destination on the other hand. © 2012 Taylor & Francis.
Showing items related by title, author, creator and subject.
Towards a comprehensive view of tourism governance: Relationships between the corporate governance of tourism service firms and territorial governancePechlaner, Harald; Volgger, M. (2013)Tourism governance comprises different levels and has been tackled from diverse perspectives, including regional governance, destination governance and corporate governance. However, this piecemeal approach risks overlooking ...
Woodside, Arch; Sakai, M. (2009)The present article includes a case study that describes and analyzes three performance audit reports over a 3-decade period for one U.S. State government's destination management organization's (DMO) actions and outcomes. ...
Best and worst practices in management performance audits: Constructing and testing an algorithmic modelWoodside, Arch; Xia, X.; Crotts, J.; Clement, J. (2016)The study here helps to fill the gap between the current practices of management performance audits for firms and government agencies. The study advances recent theories of program evaluation and marketing management ...