Summary of Chapters and Relevance to Part III
Chapter 15 – Dynamics of Destination Governance: Governance and Metagovernance in the Composite Industrial Environment of Destinations
In further developing various approaches and solutions to destination gover-nance, Chapter 15 incorporates important insights from complexity, network and stakeholder theories. The concept of ‘destination’ is contextualized in the discussion of a multifaceted defi nition. A distinction is made from the traditional visitor-focused approach in which a tourist destination is seen only as a purpose-built, multi-amenity place where visitors base themselves. The authors, Thanasis Spyriadis, Dimitrios Buhalis and Alan Fyall, acknowledge that more recent con-cepts include local involvement and decision making, as well as environmental considerations and a component-sector approach (including various sectors of the tourism industry). In developing this concept further, there is also discussion of scale issues for tourist destinations at the local/regional (micro) level and man-agement activities (programmes, structures, systems and processes), as opposed to the national (macro) level where broader policies and planning occur and have infl uence on these destinations.
After making the micro–macro connection and developing the concept further regarding the tourist destination, the authors discuss the important stra-tegic approach of destination governance that includes planning, management and development, as well as including sustainability principles highlighting the involvement of the diversity of stakeholders for the benefi t of all. Of special importance in this discussion of tourist destination governance solutions is the use of information and communication technology (ICT) in the development and effective use of networks, collaborations and community engagement, as well as change. The authors emphasize the numerous benefi ts of the use of ICT in the context of destination development, in facilitating these approaches,
142 H. Richins et al.
providing knowledge and information distribution, increasing effi ciency and productivity, enhancing decision making, reducing costs and improving the interaction of stakeholders and networks of relevance.
As discussed in the above summaries, each of the chapters in this part of the book provides further understanding regarding the approaches and solutions of tourist destination governance, including aspects of structural change, commu-nity engagement, networks and collaborations in the context of tourist destina-tions.
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Introduction
Alpine tourism has evolved slowly but steadily from an isolated phenomenon in the 19th century to a mass phenomenon in the 21st century. It has changed from exclusivity to a mass tourism product with new challenges to face (Bieger, 2008;
Schuckert and Boksberger, 2008). During this period, clear changes are recog-nizable in the motivations to engage in the activities on offer for alpine tourists.
In the 19th century, the common motivations were for adventure, romance and nature experiences, undertaken by artists, poets and sportsmen, as well as by scientists. Later, the positive effects of the alpine climate on health became a motivation to visit, and this increased the fl ow of tourists. This led to expansion and development of the travel infrastructure, and the rapid expansion of mass tourism. The early 1970s brought a signifi cant and lasting change of seasonality and shifts in demand, but the process of globalization also led to increased com-petition. New international tourist and leisure destinations created a more dynamic market for alpine destinations than had existed previously.
In summary, globalization, international competition, exchangeable prod-ucts and new consumer behaviour are forcing alpine destinations into structural changes and re-engineering. To be successful in the tourism market, the alpine destinations need competitive structures and strategies. The following aspects are crucial (Bieger, 1998):
● Organization and leadership: effi cient and effective processes for decision making and communication;
● Tasks and resources: own identity (unique selling propositions [USPs], brand, etc.) and a functioning network of local, regional and national partners; and
● Size and dominance: marketing by larger entities with a cumulative budget.