Part IV Italy: Case 11 Naturns/Naturno
dc.contributor.author | Volgger, Michael | |
dc.contributor.author | Pichler, S. | |
dc.contributor.author | Herntrei, M. | |
dc.date.accessioned | 2017-03-24T11:53:50Z | |
dc.date.available | 2017-03-24T11:53:50Z | |
dc.date.created | 2017-03-23T06:59:52Z | |
dc.date.issued | 2015 | |
dc.identifier.citation | Volgger, M. and Pichler, S. and Herntrei, M. 2015. Part IV Italy: Case 11 Naturns/Naturno. In Contemporary destination governance: A case study approach, 135-147. Emerald. | |
dc.identifier.uri | http://hdl.handle.net/20.500.11937/51531 | |
dc.identifier.doi | 10.1108/S2042-144320140000006029 | |
dc.description.abstract |
The extant literature distinguishes sharply between corporate and community models of destination governance. In contrast, the case of Naturns/Naturno illustrates how a specific mixture of corporate and community approaches in governance can yield positive results. In particular, it shows how the existence of a network core characterized by integrative entrepreneurial leadership, an element that would in the first instance be associated with a corporate-driven destination, turns out to be a potential driver of a successful community-oriented destination development. In Naturns/Naturno, through its integrative entrepreneurial behavior, a hotel consortium has been influential in leading the transformation of the whole destination toward increased quality, strategic coherence, and innovativeness, while maintaining its community orientation. | |
dc.title | Part IV Italy: Case 11 Naturns/Naturno | |
dc.type | Book Chapter | |
dcterms.source.startPage | 135 | |
dcterms.source.endPage | 147 | |
dcterms.source.title | Contemporary destination governance: A case study approach | |
dcterms.source.isbn | 978-1-78350-112-0 | |
dcterms.source.place | Bingley | |
dcterms.source.chapter | 18 | |
curtin.department | School of Marketing | |
curtin.accessStatus | Fulltext not available |
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