literature review destination marketing organization

Destination Management, Competitiveness, and Quality-of-Life: A Review of Literature and Research Agenda

• First Online: 01 January 2011

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• B. Bynum Boley 4 &
• Richard R. Perdue 4  

Part of the book series: International Handbooks of Quality-of-Life ((IHQL))

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16 Citations

The purpose of this chapter is to provide a review of the destination competitiveness literature and to articulate an agenda for future research on the interface between destination competitiveness and sustainability, with specific focus on the associated resident quality-of-life issues. The chapter is predicated on two beliefs. First, tourism destination development and management in the future will continue to focus more and more on sustainability and contributing to local resident quality-of-life. Second, destination management organizations (DMO) will continue to be the leaders for destination tourism planning and strategy implementation. The current DMO management philosophy is largely focused on destination competitiveness. Hence, there is an important need to examine the interfaces of sustainability and destination competitiveness concluding with suggestions for how DMOs will be evaluated in the future and the research needed to support those evaluation structures. This chapter suggests that an increased focus on destination sustainability and/or destination competitiveness will result in increased resident quality-of-life.

• Tourism Development
• Cultural Resource
• Tourism Destination
• Triple Bottom Line
• Sustainable Tourism

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Department of Hospitality and Tourism Management, Pamplin College of Business, Virginia Tech, Blacksburg, VA, 24061, USA

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Boley, B.B., Perdue, R.R. (2012). Destination Management, Competitiveness, and Quality-of-Life: A Review of Literature and Research Agenda. In: Uysal, M., Perdue, R., Sirgy, M. (eds) Handbook of Tourism and Quality-of-Life Research. International Handbooks of Quality-of-Life. Springer, Dordrecht. https://doi.org/10.1007/978-94-007-2288-0_30

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A Literature Review on Destination Management Organization (Dmo)

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Monica Maria Coros

Destination success is a combination of tangible (product, location, and accessibility) and less tangible attributes (service and community experience). All of these factors determine the visitor’s experience. While some of them are beyond the control of DMOs, for a large part, such organizations can assure their managerial process. Therefore, the managers of DMOs can have a strong influence upon destination success. The aim of this paper is to investigate how a DMO’s activity can contribute to a destination’s competitiveness and success. In an attempt to provide a holistic view of the DMO concept, the paper examines and reviews DMOs’ roles and specific activities, as well as also the relationship between a DMO’s success and a destination’s success. By the means of the DMO’s performance evaluation, one can identify areas for improvement in economy, efficiency, capacity and effectiveness of achieving strategic and operational results, which can increase a destination’s competitiveness.

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Although the notion of destination management organization remains a particularly prolific and attractive concept, being extensively addressed in the last 20 years, there is no consensus at an academic level on how it can be operationalized. Much less empirically, little attempts have been developed in order to attain comprehensive ways of optimizing the activity of such organizations. The tendency for this concept to be associated with destination brand management is not necessarily representative, and by no means exhaustive. The present paper aims to highlight a series of definitions in this regard in the first part, following that in practice, to carry out a meta-analysis of recent literature, in order to identify the areas where Destination Management Organizations (DMOs) can be developed. Thus, we consider the exploration of different DMOs' analyses, within the Scopus (Elsevier) and Springer international databases which have published research in this regard in the past 2 ...

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The aim of this paper is to review the existing literature regarding Destination Management Organizations (DMO) and the various stakeholders that the destination consists of. The paper covers the preliminary stage of the whole research which will cover existing theories such as business ecosystem and stakeholder theories and it will also suggest for future research a systemic approach towards destinations in order to improve their effectiveness and efficiency. Finally, it will examine the various methodological tools such as benchmarking and EFQM that exist and can be used in order to research the topic. The aim is to identify the need for future research to develop an optimal model of effective DMO.

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Destination marketing organisations (DMO) will soon no longer exist in their current form, and so now is an opportune time for tourism academics to engage in innovative thinking about the future of these entities. While the general structure and core activities of DMOs have remained uniformly constant around the world for several decades, powerful forces are converging in a manner that is stimulating debate about the future relevance of the traditional DMO. The travel industry operates in a macro environment, over which the DMO has no control, featuring continuous discontinuous change; where change is increasingly in the form of forced disruption rather than incremental improvements, and DMOs are not immune to the effects of this phenomenon. It is timely therefore, for researchers to consider how innovation will shape DMOs in an increasingly uncertain future. In particular, three intertwined areas of research gaps related to DMOs stand out: politics, performance, and paradigm.

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