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Multi-Level Governance as a Challenge for Tourism Destination Development

Explore the complexities of destination management organizations (DMOs) and their role in tourism development. Discover institutionalist perspectives, geographical challenges, and the need for cross-sector collaboration.

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Multi-Level Governance as a Challenge for Tourism Destination Development

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  1. MULTI-LEVEL GOVERNANCE AS A CHALLENGE FOR TOURISM DESTINATION DEVELOPMENTA tale of many sandwiches 1. Introducing Destination Management Organisations (DMOs) 2. Institutionalist perspectives on destination development 3. Challenges of flexible geographical scales 4. Between public and private challenges 5. Linking consumers and producers Professor Henrik Halkier Aalborg University, Denmark halkier@cgs.aau.dk

  2. DMOs:Rationales and cross-pressures What? • ”.. the organisations responsible for the management and/or marketing of destinations” (UNWTO) • public, national/regional/local, diverse tasks Why? • handling of cross-pressures • improving outcomes Inter/national Producer Public DMO Private Consumer Local

  3. Organisation State/region Sponsoring Aims Socio- economic context DMO Targets Tourists Destination Strategy Instruments Competitors Resources Knowledge INSTITUTIONALIST PERSPECTIVESon destination management Focus on three central relations • the destination and its political, social, economic contexts • the DMO and it targets: firms, workforce, tourists, institutions • last but not least: the DMO and its sponsors

  4. CHALLENGING GEOGRAPHIESof destination management Top-down intervention • National institutional engineering • EU (de-)regulation Case: Regional DMOs Danish Tourist Board Local associations Destination partnerships Tourism export groups Regional Tourism Boards Product partnerships Regional partnerships 85 95 02 07

  5. CHALLENGING GEOGRAPHIESof destination management Top-down intervention • National institutional engineering • EU (de-)regulation Case: Regional DMOs • Uneven process • Overlapping competences • Difficult coordination • New international competition

  6. CHALLENGING GEOGRAPHIESof destination management Top-down intervention • National institutional engineering • EU (de-)regulation Bottom-up ungovernability • Inter-local competition • Civil society anchoring Case: VisitMariagerfjord

  7. CROSS-SECTOR CHALLENGESof destination management Public-private interactions • Essential for tourist experience • Many faces of public sector • Strategic dilemmas • Competition/cooperation Case: Top of Denmark Strategy development • from service optimisation • via joint marketing • to experience development DMO as cluster organisation? • external network link • for local organisations/SMEs

  8. THE ULTIMATE DMO CHALLENGELinking producers and consumers DMO activities • development of new services • knowledge-intensive policies Scope for policy development • creative market intelligence • extra-regional sources • skills of DMOs/SMEs

  9. THE ULTIMATE DMO CHALLENGELinking producers and consumers Local/present producers • More of the same • Imitative enterpreneurialism • Mobilisation of tacit knowledge Consumers far away • Mobilisation of tacit knowledge • Standardised market intelligence • Competition largely ignored

  10. CONCLUSIONSBeyond multi-level governance Good news • Necessity of vertical networking • Scope to act at destination level Unsurprising news • Horizontal networking equally important • Pragmatic involvement of private actors Akward news • Need for more informed action • Creative intelligence on demand and competition

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