A network perspective on managing stakeholders for sustainable urban tourism

Seldjan Timur · Donald Getz

365 citations0/0 files storedInternational Journal of Contemporary Hospitality Management

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Diverse Aspects of Tourism Research Community-based Tourism Development and Sustainability Sport and Mega-Event Impacts

Abstract

Purpose This study aims to examine the current network of inter‐relationships of stakeholders representing government, the community and the tourism and hospitality industry, and their perceptions of critical stakeholders in destination development. Design/methodology/approach While the network analysis enabled examination of the interconnectedness of stakeholders, the stakeholder approach identified the critical stakeholders in destination development. These two approaches helped determine how the existing relationship structures of destination stakeholders might influence sustainable destination development. Findings The destination marketing/management organizations (DMOs) and stakeholders with access to or possession of critical resources have the highest centrality in urban destinations. In all three clusters, local government and DMOs are perceived to hold the greatest legitimacy and power over others in destination development. It is also found that there is a lack of “bridges” between the three clusters of industry, government and the community. Research limitations/implications The study demonstrates the use of a network analysis methodology as a potential tool for researchers and managers in examining destination stakeholder relationships. Practical implications DMOs, hotels and attractions stakeholders have the most crucial roles in achieving inter‐stakeholder collaboration for sustainable destination development, particularly because the many and diverse industry actors trust or depend on them. Originality/value There are very few studies that have applied both network and stakeholder perspectives to destinations to examine the structure of inter‐stakeholder relationships and the potential influence of this relational structure on sustainable destination development.

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References

1977Institutionalized Organizations: Formal Structure as Myth and Ceremony 2010Strategic management a stakeholder approach 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts 1979Mail and Telephone Surveys 1990Assessing the Political Landscape: Structure, Cognition, and Power in Organizations 1999Sustainable Tourism Management 1999Managing stakeholders a Tourism Planning Model 1991Interorganization Contagion in Corporate Philanthropy

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