Follow the leader: The influence of leadership on a destination brand network
Abstract
Harnessing stakeholders' buy-in to the destination brand vision and values is identified in the literature as important to create a consistent brand experience for consumers. Yet, coordinating stakeholders in a destination network is described as messy and complex and, therefore, represents a major challenge for destination marketing organisations (DMO) globally. To begin to unpack this issue, this paper examines the influence of the DMO leadership approach on promoting (or inhibiting) destination brand buy-in among tourism operators in a brand network. Semi-structured interviews (n=23) with key stakeholders in a regional ...
View more >Harnessing stakeholders' buy-in to the destination brand vision and values is identified in the literature as important to create a consistent brand experience for consumers. Yet, coordinating stakeholders in a destination network is described as messy and complex and, therefore, represents a major challenge for destination marketing organisations (DMO) globally. To begin to unpack this issue, this paper examines the influence of the DMO leadership approach on promoting (or inhibiting) destination brand buy-in among tourism operators in a brand network. Semi-structured interviews (n=23) with key stakeholders in a regional Australian tourism destination reveals two factors are principally responsible for leadership issues that (negatively) affect stakeholder buy-in to the destination brand: (1) divergent goals; and (2) unequal access to opportunities. The implications of these findings advance destination brand management theory and practice.
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View more >Harnessing stakeholders' buy-in to the destination brand vision and values is identified in the literature as important to create a consistent brand experience for consumers. Yet, coordinating stakeholders in a destination network is described as messy and complex and, therefore, represents a major challenge for destination marketing organisations (DMO) globally. To begin to unpack this issue, this paper examines the influence of the DMO leadership approach on promoting (or inhibiting) destination brand buy-in among tourism operators in a brand network. Semi-structured interviews (n=23) with key stakeholders in a regional Australian tourism destination reveals two factors are principally responsible for leadership issues that (negatively) affect stakeholder buy-in to the destination brand: (1) divergent goals; and (2) unequal access to opportunities. The implications of these findings advance destination brand management theory and practice.
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Conference Title
CAUTHE 2015: Rising Tides and Sea Changes: Adaptation and Innovation in Tourism and Hospitality
Subject
Tourism not elsewhere classified