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Abstract
This paper investigates the transformation of a destination leadership network within a new funding and governance landscape for Destination Management Organisations (DMOs) and destinations in England. Current longitudinal evidence into the transformation of destination leadership networks and emergent Distributed Leadership (DL) in the literature domain of DMOs and destinations is thin. This study adopts a longitudinal case study and ego-network Social Network Analysis (SNA) approach, drawing on the perspectives of the founding and current Chief Executive Officers (CEOs) of a DMO coupled with semi-structured expert interviews with policy makers from VisitEngland. Longitudinal data findings provide useful insights into the transformation of DMOs and their wider networks through the enactment of DL in order to cope with change and uncertainty.Citation
Hristov, D., Minocha, S., & Ramkissoon, H. (2018). Transformation of destination leadership networks. Tourism Management Perspectives, 28, 239-250. https://doi.org/10.1016/j.tmp.2018.09.004Publisher
ElsevierJournal
Tourism Management PerspectivesDOI
10.1016/j.tmp.2018.09.004Type
ArticleLanguage
enISSN
22119736ae974a485f413a2113503eed53cd6c53
10.1016/j.tmp.2018.09.004