Destination Governance and a Strategic Approach to Crisis Management in Tourism

Bindi Varghese

doi:doi:10.11648/j.jim.20160501.11

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Destination Governance and a Strategic Approach to Crisis Management in Tourism

Bindi Varghese

Published in Journal of Investment and Management (Volume 5, Issue 1)

Received: 2 June 2016 Accepted: 12 June 2016 Published: 18 July 2016

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Abstract

Tourism is a strategic economic activity in Karnataka, but the uniqueness of the governing bodies accentuates on integrated planning pioneering with several distinguishing features. The urban and territorial changes caused by tourism are well introspected areas in contemporary scientific literature. This research adopts an integrative approach with a framework connecting scientific traditions of destination management and competitiveness with a case study examining in-depth reliability of Destination Management Organizations (DMOs) in destination governance and narrates upon the essentiality of stakeholder participation in destination decision making process. Most pertinent functions of the Destination Management Organization (DMO) are to facilitate the corporation and collaboration of stakeholder within the destination. Primarily in times of crisis where collaboration and collective decision making is a priority; many destinations today are not equipped to combat such crisis which consecutively take a toll on the destination and unfavourably affect the tourists visiting the destination leaving behind a negative impression which can adversely affect the tourism integrity of the destination.

Published in	Journal of Investment and Management (Volume 5, Issue 1)
DOI	10.11648/j.jim.20160501.11
Page(s)	1-5
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2016. Published by Science Publishing Group

Keywords

Governance, Stakeholders Collaboration, Destination Management Organization’s (DMOs), Crisis/Disaster Management

References

[1]	2013 North India floods. (n.d.). In Wikipedia the free encyclopaedia. Retrieved from http://en.wikipedia.org/wiki/2013_North_India_floods”
[2]	Angella, F. D., Carlo, M. D., & Sainaghi, R. (2010). Archetypes of destination governance: A comparison of international destinations. Tourism Review, 64(4), 61-73. doi: 10.1108/16605371011093872”.
[3]	Baggio, R., Scott, N., & Cooper, C. (2010). Improving tourism destination governance: A complexity science approach. Tourism Review, 65(4), 51-60. doi: 10.1108/16605371011093863”.
[4]	Borzyszkowski, J., & Marczak, M. (n.d.). Destination management organizations in the face of crisis. I. Tourism and Heritage, 37. Retrieved from http://www.northseascreen.eu/File/CIT_konferencebog.pdf#page=37”
[5]	Bregoli, I., & Del Chiappa, G. (2011, June). Destination governance and internal branding as antecedents of destination brand development: An exploratory study on Edinburgh. Istanbul, Turkey.”
[6]	Del Chippa, G. (2010). Destination governance and branding: The Emerald Coast case study [PowerPoint slides]”.
[7]	Palmer, A. (1998). Evaluating the governance style of marketing groups. Annals of Tourism Research, 25(1), 185-201”.
[8]	Paraskevas, A., & Arendell, B. (2007). A strategic framework for terrorism prevention and mitigation in tourism destinations. Tourism Management, 28, 1560–1573. doi: 10.1016/j.tourman.2007.02.012”.
[9]	Plan ahead: The recent devastations hold lesson on the need for preparation. (2013, June 24). Business India: The Magazine of the Corporate World, (921), 10. Retrieved from http://www.downtoearth.org.in/content/man-made-reasonsuttarakhand-disaster”
[10]	Ritchie, J., & Crouch, G. (2003). The competitive destination (1st ed.). Oxon, UK: CABI Pub”.
[11]	Singh, J. (2013, June 18). Man-made reasons for Uttarakhand disaster. Down To Earth.
[12]	Strobl, A., & Peters, M. (2013). Entrepreneurial reputation in destination networks. Annals of Tourism Research, 40, 59–82. doi: 10.1016/j.annals.2012.08.005”.
[13]	Varghese, B. (2013). Intervention of destination management organization’s in tourist destinations for branding, image building and competitiveness –A conducive model for Karnataka International Journal of Investment and Management, 2(3), 50-56. doi:10.11648/j.jim.20130203.13”.
[14]	Wagenseil U., 2010. Destination & DMO &, Boundaries, Timisoara & Fagaras, 25th & 27th May 2010, Turism Durabil.ro, Unit for Sustainable Development of Tourism”.
[15]	Yeoman, I., Galt, M., & McMahon-Beattie, U. (2005). A case study of how Visit Scotland prepared for war. Journal of Travel Research, 44, 6–20”.
[16]	Varghese, B. (2016). A strategic evaluation on competency of Karnataka destinations through destination management organizations American Journal of Industrial Business Management, 6(2), 102-108. doi: 10.4236/ojs.2011.13023”.

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APA Style

Bindi Varghese. (2016). Destination Governance and a Strategic Approach to Crisis Management in Tourism. Journal of Investment and Management, 5(1), 1-5. https://doi.org/10.11648/j.jim.20160501.11

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ACS Style

Bindi Varghese. Destination Governance and a Strategic Approach to Crisis Management in Tourism. J. Invest. Manag. 2016, 5(1), 1-5. doi: 10.11648/j.jim.20160501.11

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AMA Style

Bindi Varghese. Destination Governance and a Strategic Approach to Crisis Management in Tourism. J Invest Manag. 2016;5(1):1-5. doi: 10.11648/j.jim.20160501.11

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@article{10.11648/j.jim.20160501.11,
  author = {Bindi Varghese},
  title = {Destination Governance and a Strategic Approach to Crisis Management in Tourism},
  journal = {Journal of Investment and Management},
  volume = {5},
  number = {1},
  pages = {1-5},
  doi = {10.11648/j.jim.20160501.11},
  url = {https://doi.org/10.11648/j.jim.20160501.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jim.20160501.11},
  abstract = {Tourism is a strategic economic activity in Karnataka, but the uniqueness of the governing bodies accentuates on integrated planning pioneering with several distinguishing features. The urban and territorial changes caused by tourism are well introspected areas in contemporary scientific literature. This research adopts an integrative approach with a framework connecting scientific traditions of destination management and competitiveness with a case study examining in-depth reliability of Destination Management Organizations (DMOs) in destination governance and narrates upon the essentiality of stakeholder participation in destination decision making process. Most pertinent functions of the Destination Management Organization (DMO) are to facilitate the corporation and collaboration of stakeholder within the destination. Primarily in times of crisis where collaboration and collective decision making is a priority; many destinations today are not equipped to combat such crisis which consecutively take a toll on the destination and unfavourably affect the tourists visiting the destination leaving behind a negative impression which can adversely affect the tourism integrity of the destination.},
 year = {2016}
}

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TY  - JOUR
T1  - Destination Governance and a Strategic Approach to Crisis Management in Tourism
AU  - Bindi Varghese
Y1  - 2016/07/18
PY  - 2016
N1  - https://doi.org/10.11648/j.jim.20160501.11
DO  - 10.11648/j.jim.20160501.11
T2  - Journal of Investment and Management
JF  - Journal of Investment and Management
JO  - Journal of Investment and Management
SP  - 1
EP  - 5
PB  - Science Publishing Group
SN  - 2328-7721
UR  - https://doi.org/10.11648/j.jim.20160501.11
AB  - Tourism is a strategic economic activity in Karnataka, but the uniqueness of the governing bodies accentuates on integrated planning pioneering with several distinguishing features. The urban and territorial changes caused by tourism are well introspected areas in contemporary scientific literature. This research adopts an integrative approach with a framework connecting scientific traditions of destination management and competitiveness with a case study examining in-depth reliability of Destination Management Organizations (DMOs) in destination governance and narrates upon the essentiality of stakeholder participation in destination decision making process. Most pertinent functions of the Destination Management Organization (DMO) are to facilitate the corporation and collaboration of stakeholder within the destination. Primarily in times of crisis where collaboration and collective decision making is a priority; many destinations today are not equipped to combat such crisis which consecutively take a toll on the destination and unfavourably affect the tourists visiting the destination leaving behind a negative impression which can adversely affect the tourism integrity of the destination.
VL  - 5
IS  - 1
ER  -

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Author Information

Bindi Varghese

School of Business Studies and Social Sciences, Christ University, Bannerghatta Road Campus, Bangalore, India

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APA Style

Bindi Varghese. (2016). Destination Governance and a Strategic Approach to Crisis Management in Tourism. Journal of Investment and Management, 5(1), 1-5. https://doi.org/10.11648/j.jim.20160501.11

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ACS Style

Bindi Varghese. Destination Governance and a Strategic Approach to Crisis Management in Tourism. J. Invest. Manag. 2016, 5(1), 1-5. doi: 10.11648/j.jim.20160501.11

Copy | Download

AMA Style

Bindi Varghese. Destination Governance and a Strategic Approach to Crisis Management in Tourism. J Invest Manag. 2016;5(1):1-5. doi: 10.11648/j.jim.20160501.11

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@article{10.11648/j.jim.20160501.11,
  author = {Bindi Varghese},
  title = {Destination Governance and a Strategic Approach to Crisis Management in Tourism},
  journal = {Journal of Investment and Management},
  volume = {5},
  number = {1},
  pages = {1-5},
  doi = {10.11648/j.jim.20160501.11},
  url = {https://doi.org/10.11648/j.jim.20160501.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jim.20160501.11},
  abstract = {Tourism is a strategic economic activity in Karnataka, but the uniqueness of the governing bodies accentuates on integrated planning pioneering with several distinguishing features. The urban and territorial changes caused by tourism are well introspected areas in contemporary scientific literature. This research adopts an integrative approach with a framework connecting scientific traditions of destination management and competitiveness with a case study examining in-depth reliability of Destination Management Organizations (DMOs) in destination governance and narrates upon the essentiality of stakeholder participation in destination decision making process. Most pertinent functions of the Destination Management Organization (DMO) are to facilitate the corporation and collaboration of stakeholder within the destination. Primarily in times of crisis where collaboration and collective decision making is a priority; many destinations today are not equipped to combat such crisis which consecutively take a toll on the destination and unfavourably affect the tourists visiting the destination leaving behind a negative impression which can adversely affect the tourism integrity of the destination.},
 year = {2016}
}

Copy | Download

TY  - JOUR
T1  - Destination Governance and a Strategic Approach to Crisis Management in Tourism
AU  - Bindi Varghese
Y1  - 2016/07/18
PY  - 2016
N1  - https://doi.org/10.11648/j.jim.20160501.11
DO  - 10.11648/j.jim.20160501.11
T2  - Journal of Investment and Management
JF  - Journal of Investment and Management
JO  - Journal of Investment and Management
SP  - 1
EP  - 5
PB  - Science Publishing Group
SN  - 2328-7721
UR  - https://doi.org/10.11648/j.jim.20160501.11
AB  - Tourism is a strategic economic activity in Karnataka, but the uniqueness of the governing bodies accentuates on integrated planning pioneering with several distinguishing features. The urban and territorial changes caused by tourism are well introspected areas in contemporary scientific literature. This research adopts an integrative approach with a framework connecting scientific traditions of destination management and competitiveness with a case study examining in-depth reliability of Destination Management Organizations (DMOs) in destination governance and narrates upon the essentiality of stakeholder participation in destination decision making process. Most pertinent functions of the Destination Management Organization (DMO) are to facilitate the corporation and collaboration of stakeholder within the destination. Primarily in times of crisis where collaboration and collective decision making is a priority; many destinations today are not equipped to combat such crisis which consecutively take a toll on the destination and unfavourably affect the tourists visiting the destination leaving behind a negative impression which can adversely affect the tourism integrity of the destination.
VL  - 5
IS  - 1
ER  -

Copy | Download