Tale of two cities’ collaborative tourism marketing: Towards a theory of destination stakeholder assessment
Section snippets
Managing DMO stakeholders
This paper attempts to assess collaborative tourism marketing from a stakeholder's theory approach, particularly the relationship between the Destination Management Organization and tourism firms in the context of two comparative case studies notably Barcelona and Vienna. Such analysis is relevant, because to be effective a DMO should assess its relationships and understand stakeholders so as to have an insight that can help answer questions such as: What are their intentions and interactions
Literature review
Atkinson, Waterhouse, and Wells (1997) view the “Modern organization as a web of contracts”. Such a perspective implies that, firstly, the planning process plays an important role in identifying and undertaking activities with a firm's stakeholders. Secondly, relationships between the firm and its stakeholders, both public and private, play a central role in DMO decision making. Two contrasting components of advanced service-based urban economies that characterize Barcelona and Vienna are the
Research strategy and methodology
For our “research strategy” we apply a comparative case study approach (Yin, 1981, Yin, 1994), which has a proven track record and enables one to understand the development of a complex phenomenon observed within its context.
These studies are based on several sources of information to enforce the validity of the research structure, such as: personal interviews of representatives from the DMO, local authorities and local tourism industry, and secondary data from DMOs' annual reports, statistics
Empirical findings3
The application of the theoretical model to the two case studies affords us to chronicle the evolution of the relationships between the DMO and its main destination stakeholders.
Evaluating collaboration from destination firms' perspective
Applying the Friedman and Miles dynamic model to Barcelona and Vienna it turns out that from 1993 to 2005 changes have occurred in the relationships between the DMOs and destinations' stakeholders. In particular, in both the cities interdependence, power struggles and strive about resources have shaped the collaborative interactions over time, creating a nexus of stable formal agreements between tourism firms and the DMO.
In the Austrian as well as in the Cataluña capitals, besides their public
Conclusions and implications
The present study represents the DMO as a social network wherein cooperative behavior is complex, variable and to a certain degree institutionalized through DMO intervention for purposes of enhancing the stakeholders' decision-making outcomes.
Moreover, it examines the nature and dynamism of collaborative relationships between the DMO and destination stakeholders with the purpose of assessing a DMO's social performance in terms of stakeholders' satisfaction.
The empirical research is both
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