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This paper aims to focus on managing networks within destinations, or destination network management. The purpose is to provide a conceptual definition of the term.

Destinations are seen as networks, and networks are approached from a strategic perspective. Reviewing and drawing on the literature on destination management, tourism networks, strategic networks and strategic management the paper proposes a concept that could be of use in analyses of network management.

It is suggested that managing is a value‐creating activity embedded within a network, and that there are two approaches to network management: strategic management and the coordination of cooperation among the actors involved.

The paper is conceptual in nature. The authors intend to test the developed hypothesis in empirical case studies in the near future.

The paper contributes to the literature on destination management in proposing a novel concept of destination network management, and introducing a dynamic, activity‐oriented approach as opposed to the actor‐focused destination management organization (DMO) view.

The purpose of this study is twofold. First, this study elaborates an integrative conceptual framework of tourism destination competitive productivity (TDCP) by blending established destination competitiveness frameworks, the competitive productivity (CP) framework and studies pertaining to big data and big data analytics (BDA) within destination management information systems and smart tourism destinations. Second, this study examines the drivers of TDCP in the context of the ongoing 4th industrial revolution by conceptualizing the destination business intelligence unit (DBIU) as a platform able to create sustained destination business intelligence under the guise of BDA, useful to support destination managers to achieve the tourism destination’s economic objectives.

In this work, the authors leverage both extant literature (under the guise of research on CP, tourism destination competitiveness [TDC] and destination management information systems) and empirical work (in the form of interviews and field work involving destination managers and chief executive officers of destination management organizations and convention bureaus, as well as secondary data) to elaborate, develop and present an integrative conceptual framework of TDCP.

The integrative conceptual framework of TDCP elaborated has been found helpful by a number of destination managers trying to understand how to effectively and efficiently manage and market a tourism destination in today’s fast-paced, digital and hypercompetitive environment. While DBIUs are at different stages of implementation, often as part of broader smart destination initiatives, it appears that they are increasingly fulfilling the purpose of creating sustained destination business intelligence by means of BDA to help tourism destinations achieve their economic goals.

This work bears several practical implications for tourism policymakers, destination managers and marketers, technology developers, as well as tourism and hospitality firms and practitioners. Tourism policymakers could embed TDCP into tourism and economic policies, and destination managers and marketers might build and make use of platforms such as the proposed DBIU. Technology developers need to understand that designing destination management information systems in general and more specifically DBIUs requires an in-depth analysis of the stakeholders that are going to contribute, share, control and use BDA.

To the best of the authors’ knowledge, this study constitutes the first attempt to integrate the CP, TDC and destination management information systems research streams to elaborate an integrative conceptual framework of TDCP. Second, the authors contribute to the Industry 4.0 research stream by examining the drivers of tourism destination CP in the context of the ongoing 4th industrial revolution. Third, the authors contribute to the destination management information systems research stream by introducing and conceptualizing the DBIU and the related sustained destination business intelligence.

The purpose of this paper is to first outline the central thrust of two currently non-convergent but intrinsically related streams of research – urban management and destination management – and explore the links between them. Both require an approach which coordinates and integrates multiple actors and functions in dynamic settings.

The paper then analyses empirical examples from three New Zealand cities to illustrate relationships between destination management and urban management in practice.

These cases show that without being labelled as such, quite a lot of activity takes place which reflects dimensions of both destination management and urban management, especially in terms of integration and coordination. This raises questions of just what constitutes destination management, a series of discrete ad hoc actions or some broader vision and framework.

Empirical evidence from the three New Zealand cities shows that, with the exception of Dunedin, destination management is not a term or a concept that is explicitly used there. Nevertheless, without being labelled as such, in practice there is quite a lot of activity taking place which reflects dimensions of both destination management and urban management, especially in terms of integration and coordination.

Destination management organizations perform a very important role regarding the management of tourism destinations. Destination management systems are a key technological infrastructure for these organizations. However, in the literature, it is not clear what are the factors that promote the implementation of these systems, neither what are the factors that contribute to their success. This study aims to propose and test two research models to overcome these research gaps.

The first model refers to the determinants of the implementation of destination management systems, and the second model refers to the determinants of the success of those systems. The models are tested with data collected through a questionnaire survey from destination management organizations of five European countries, which are among the leaders in international tourism receipts.

Concerning the factors that promote the implementation of destination management systems, this study reveals the importance of the diversity of partnerships that the private sector establishes in the destination, of advantages resulting from governance and of partners' involvement in the functions of destination management organizations. Concerning the factors that promote the success of these systems, this study highlights the importance of a phased implementation, the fact that a high number of functionalities in the system prevents success and the importance of having a revenue model that can support financial and operating costs.

The study provides important theoretical and practical contributions to the successful implementation of destination management systems by destination management organizations.

This paper seeks to reflect on the impacts of the pandemic on the management of tourist destinations, discussing the role of destination-management organizations in the tourism development model, as well as the challenges that these organizations must address to ensure an effective construction of a more sustainable and competitive tourism.

The methodology is based on a literature review linking destination management with pandemic and post-pandemic responses.

The COVID-19 pandemic represents an unprecedent shock to the tourism industry's growth model since World War II, challenging tourism stakeholders (destinations and companies) with several threats and opportunities to their future competitiveness. In addition to the massive impacts in terms of business development, the abrupt reduction of tourism demand and the significative loss of jobs, the pandemic also caused significant disruption in terms of destination-management models. In less than four months, the focus of Governments and Destination Management Organizations shifted from defining development models compatible with improving the quality of life of residents due to the emergence of the so-called overtourism phenomenon, to the urgent need to support the industry's survival, to preserve jobs and ensure conditions of safety for tourists and workers.

Demonstrates the need for a profound change in the paradigm of destination management so that the sector is prepared to face future shocks. It also proposes further discussion on the role of destination management in the recovery process of the tourism sector in global terms, given the challenges that these organizations face. The article also considers the ways in which destination management can be a fundamental tool in the process of building a more inclusive, sustainable and competitive future.

This article aims to provide a critical review of the articles included in this special issue and highlight their findings and contribution to events, festivals and destination management research.

The article critically reviews methodologies, findings, themes and conclusions offered by each article included in this special issue.

The articles in the special issue identify the latest thematic trends in events, festivals and destination management research and propose conceptual frameworks for event and festival life cycle trajectories. They build on previous research confirming how accessible tourism and a balanced event portfolio can increase the sustainability and competitiveness of the destination. Based on sound methodologies, they offer specific theoretical and practical implication for the successful planning, marketing and management of events, festivals and destinations. They provide suggestions on how event innovation, participatory sport events, mega sport events, food and wine festivals and meetings, incentives, conferences and events (MICE) can assist in the marketing and branding of the tourism destination.

The articles in this special issue lay the foundation for future research in events, festivals and destination management. Articles in this special issue apply various research methods and analysis, indicating the growth of event and festival research. Research methods and analysis techniques used in the special issue include content/theme analysis, case studies, qualitative studies and questionnaires. The research articles and methodologies used in this issue should help both researchers and industry practitioners.

This study highlights key findings, theoretical and practical implications and contributions of the articles included in this special issue. It provides a holistic view of events, festivals and destination management research and suggests areas for future research.

This paper aims to demonstrate how customer knowledge management (CKM) can assist destination management organizations (DMOs) in the smart management of the tourist experience to contribute to the creation of smart solutions and the promotion of smart tourism destinations (STDs). To accomplish it, a CKM conceptual framework aligned with smart tourism and composed of eight processes is developed to guide managers in this management.

This research adopts the design science research methodology and applies its steps. It was supported by a systematic integrative literature review on CKM models and frameworks and their main elements, as well as by semi-structured interviews with tourism specialists in the context of Santa Catarina, Brazil.

From the literature it appears that tourist experiences are customer knowledge essential to the improvement and innovation of tourism products and services, and that CKM, still little explored in this scenario, tends to contribute to the management of this crucial knowledge for smart tourism. The analyses and improvements to the structure developed by specialists show its applicability and contributions to the management of STD experiences.

This paper offers an original contribution to the integration of the theoretical constructs of CKM, tourist experience and STDs by showing how the CKM, from tourism experiences, technologies and social networks, can assist DMOs in the management of experiences and promotion of STDs.

This study aims to provide an overview of the evolution of knowledge on smart destinations and identify the key issues addressed in the smart destination research domain, the main themes and sub-themes and research gaps in smart destination research as well as the future research agenda to address those gaps.

A bibliometric analysis of 409 studies published on smart destinations literature was conducted using the Bibliometrix R-package to provide a comprehensive review of studies published on smart destinations and identify the main research themes, gaps in the literature and future research opportunities.

Based on the research findings, a conceptual model of smart destination research has been proposed. This conceptual model can serve as a foundation for further knowledge generation in this research area. The findings also shed light on future research directions, highlighting research opportunities for the exploitation of cutting-edge innovations and digitalization across various dimensions of smart destinations.

Although past research has paid attention to the theme of smart destinations, this work advances scientific knowledge by providing a foundation for a new smart destination management paradigm focusing on accessibility, sustainability, digitization, experience co-creation and creativity as milestones.

本研究旨在提供关于智慧目的地知识演变的概览, 并确定智慧目的地研究领域中涉及的关键问题、主要主题和子主题, 以及智慧目的地研究的研究空白, 同时提出未来研究议程以填补这些空白。

本研究利用 Bibliometrix R 软件对发表的409篇智慧目的地文献进行了文献计量分析, 以全面回顾关于智慧目的地的研究, 并确定主要研究主题、文献中的空白以及未来的研究机会。

基于研究结果, 本研究提出了智慧目的地研究的概念模型。该概念模型可作为进一步知识生成的基础。研究发现还为未来研究方向提供了启示, 强调了利用先进创新和数字化技术在智慧目的地各个维度上进行研究的机会。

尽管过去的研究关注了智慧目的地的主题, 但本研究通过提出以可达性、可持续性、数字化、体验共创和创意为里程碑的新智慧目的地管理范式, 推进了科学知识的发展。

Destinations are focal points for tourist activity and thus for the study of tourism. They are, however, notoriously difficult to manage due to their complex systems of stakeholders. Such complexity implies that destinations are driven by a wide range of forces in their internal and external environments. The purpose of this paper is to highlight the diversity and depth of the challenges at play in destination management and, in doing so, review the primary contributions in the field.

This is a "perspective" paper (i.e. critical literature review).

The study of destinations remains an area of active research interest, with the many challenges that arise from within and external to destinations offering much food for thought with respect to their longevity as viable, sustainable and competitive places for tourists to visit. For the future, the need to view destinations as part of a wider system is paramount with them being inescapable from debates on urban planning, economic inequality, transportation and housing and the omnipresence of all things “smart”. Such debates need to incorporate both tourists and resident communities, as the well-being and quality of life of both groups is under threat in many destinations, particularly heritage and culturally rich city destinations around the world, where the term “overtourism” is increasingly heard.

This study has implications for the integrated and more holistic management of tourist destinations.

This is a "perspective" paper, so it does not offer individual practical implications for destinations. Moreover, it offers a concise and precise summary of core studies in the field and provides a platform for a more future-looking critical debate on the sustainable management of tourist destinations.

Looking ahead, destinations need to be considered as part of a wider system, one that is inclusive of urban planning, economic inequality, transportation and housing, and “smart” initiatives among others. Most importantly, the views of tourist and resident communities need to be considered and incorporated into future planning at the destination level with wellbeing and quality of life indicators being used to identify the real benefits of tourism to both communities.

Integrated and holistic forms of destination management is the way forward, with the exponential growth of technology, as well as the need to manage the exchange of knowledge and data at the destination level, critical to the sustainability of the competitive destination long into the future.

This study aims to develop and validate a scale for the assessment of the quality of the meta-management process that helps urban destinations to identify potential improvement in their strategy and possible paths to enhance destination competitiveness.

In particular, through an empirical analysis of all the Italian cities with tourism certification (138 urban destinations), a model is proposed, linking specific portal functions to the achievement of six meta-management processes (product development, segment selection, customer relation management, promotion, destination image and brand management and management of distribution channels). Through a comparison with a competitive set of excellent international destinations, the study identifies priorities for competitiveness enhancement.

The results of the study contribute to the ongoing debate on destination competitiveness and destination web site evaluation.

From the managerial point of view, the model helps destination managers to control destination strategy and create consensus among all the stakeholders on the actions to achieve them.