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• W91844012 abstract "Today's environment of intense competition is affecting destinations as they are striving to develop themselves as attractive places for tourism and differentiate themselves from competing alternatives. In this endeavour, destinations are faced with many challenges that relate to their nature as complex products and their inclusion of many and varied stakeholders with diverse views and priorities. Tourism studies on destination development and management have grown within the last decades in order to provide insights and answers to some of the questions and problems facing destinations. Within this stream of research, authors have explored the possibility of applying concepts and theories concerning the management of organizations to the study of destinations. However, the current consensus is that the complex and decentralized nature of destinations requires specific and tailor-made models.Since destinations are defined as cluster of interrelated tourism operators and organizations (stakeholders) embedded in a social network of community relationships (Scott et al., 2011, p. 205), their management involves the interaction of different parties and organizations. There is an increasing belief that the competitiveness of a destination is highly related to how it organizes and handles the relations with various stakeholders (Cooper et al., 2009). One of the issues commonly examined in recent research is the success of decentralized versus centralized forms of governance. As Yuksel et al. (2005) state, the current trend is to move towards more decentralized structures that have the advantage of providing more democratic decision making procedures and through which a consensus is more easily achieved. However, decentralization may also cause problems when applied within unsuitable contexts (Yuksel et al., 2005).In parallel to the current trend towards decentralization of governance in destinations, there is also a tendency towards more collaborative forms of destination management that include the local community in the decision making. As Tosun (2006) indicates, participatory forms of destination development and management are believed to assist the implementation of sustainability principles by providing the local community with opportunities to derive more benefits from the tourism activity. However, many studies also remark on the practical difficulties of applying participatory destination management models (Simpson, 2008). Thus, despite the large number of investigations that have been carried out on collaborative and community-based destination management forms, there is still a need for research to determine best practices.In addition to governance and participation issues, destinations are also faced with the challenge to demonstrate their competitiveness and efficiency of management. The success of a destination may be considered from the demand perspective; that is it may be measured through the increase in visitation and the evaluation of the destination made by the tourist. Furthermore, the success of a destination may also be assessed from a supply viewpoint, by considering the opinions and evaluation of its stakeholders (Bornhorst et al., 2010). Even though some instruments have been developed to measure the performance of destinations, there is still the need to provide other more conclusive models and benchmarking tools.In order to address the concerns discussed above, the special issue on new perspectives in destination management has selected several studies among those presented at the First Advances in Hospitality and Tourism Marketing and Management Conference (AHTMM 2011) that was held in Istanbul in June 2011. Its main aim is to encourage creative thought on the many challenges that destinations are currently facing in an increasingly competitive environment. The selected papers represent a taste of some of the issues that were discussed at the conference within the topic of destination management and development. …" @default.
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• W91844012 title "Guest Editorial: New Perspectives in Destination Management" @default.
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