Hostname: page-component-cd9895bd7-jkksz Total loading time: 0 Render date: 2024-12-23T03:15:52.490Z Has data issue: false hasContentIssue false
  • English
  • Français

Education Sector as a Stakeholder of Destination Management Organizations: Cooperation of Local DMOs with Educational Institutions

Published online by Cambridge University Press:  22 September 2015

Jacek Borzyszkowski  and
Mirosław Marczak
Jacek Borzyszkowski
Affiliation:
Tourism Department, Faculty of Economics, Koszalin University of Technology; Ul. E. Kwiatkowskiego 6E, 75-343 Koszalin, Poland. E-mail: [email protected]
Mirosław Marczak
Affiliation:
Tourism Department, Faculty of Economics, Koszalin University of Technology; Ul. E. Kwiatkowskiego 6E, 75-343 Koszalin, Poland. E-mail: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

The main purpose of this article is to present the activities of local DMOs (destination management organizations) in the context of the development of the tourist education sector in Poland. The article provides the results of the authors’ research on the collaboration between DMOs and the representatives of the educational sector in Poland, especially in the area of the training of professionally prepared personnel for the operation of the market of tourist services.

Type
Articles
Information
European Review , Volume 23 , Issue 4 , October 2015 , pp. 527 - 539
Copyright
© Academia Europaea 2015 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

References and Notes

1.Pike, S. (2004) Destination Marketing Organisations (Oxford: Elsevier).Google Scholar
2.Borzyszkowski, J. (2011) Destination Management Organisations (DMO) – nowoczesne struktury organizacyjne w turystyce. In: M. Jalinik and A. Sierpińska (Eds), Nowe wyzwania gospodarki turystycznej na poziomie lokalnym, regionalnym i międzynarodowym (Białystok: Oficyna Wydawnicza Politechniki Białostockiej), pp. 236–256.Google Scholar
3.Batarow, D., Bode, M. and Jacobsen, M. (2008) Case Presentation: Destination Management Organizations (DMO) – Cross National Sites (Münster: Institut für Wirtschaftsinformatik, Universität Münster).Google Scholar
4.Zahra, A. (2006) Regional Tourism Organisations in New Zealand form 1980 to 2005: Process of Transition and Change (Hamilton: Department of Tourism and Hospitality Management University of Waikato, Hamilton, New Zealand) from: http://researchcommons.waikato.ac.nz/bitstream/handle/10289/2554/thesis.pdf;jsessionid=30553B6E295BE5B77113DFF8FC24474D?sequence=2.Google Scholar
5.World Tourism Organisation (2004) Survey of Destination Management Organisations (Madrid: Report April 2004. World Tourism Organisation), p. 3.Google Scholar
6.Majewski, J. (2007) Struktury organizacyjne dla brandingu produktów terytorialnych. Rocznik Naukowy Wyższej Szkoły Turystyki i Rekreacji im. M. Orłowicza w Warszawie, tom 6, p. 178.Google Scholar
7.Mendling, J., Rausch, M. and Sommer, G. (2005) Reference Modelling for Destination Marketing Organisations – the Case of Austrian National Tourist Office (Regensburg: Proceedings of the 13th European Conference on Information Systems ECIS 2005, Germany) from: http://www.mendling.com/publications/05-ECIS.pdf.Google Scholar
8.Gretzel, U., Fesenmaier, D. R., Formica, S. and O’Leary, J. T. (2006) Searching for the future: challenges faced by destination marketing organizations. Journal of Travel Research, 45, pp. 116–126.CrossRefGoogle Scholar
9.van Harssel, J. (2005) Glossary - Destination Management Organization. In: R. Harril (Ed.), Fundamentals of Destination Management and Marketing (Michigan: Educational Institute American Hotel & Lodging Association).Google Scholar
10.Mintel report (2005) Destination Marketing – International. Mintel Group Ltd.Google Scholar
11.Morgan, N., Pritchard, A. and Pride, R. (2004) Destination Branding. Creating the Unique Destination Proposition (Oxford: Elsevier), p. 61.Google Scholar
12.Getz, D., Anderson, D. and Sheehan, L. (1998) Roles, issues, and strategies for convention and visitors’ bureaux in destination planning and product development: a survey of Canadian bureaux. Tourism Management, 19, pp. 331–332.CrossRefGoogle Scholar
13.Wagenseil, U. (2010) Destination & DMO & Boundaries (Timisoara: Timisoara & Fagaras), 25–27 May 2010, from: http://www.turismdurabil.ro/docsRO/mdo/Session%201%20Destination%20&%20DMO%20&%20Boundaries.pdf.Google Scholar
14.Crouch, G. I. (2007) Modelling Destination Competitiveness. A Survey and Analysis of the Impact of Competitiveness Attributes (Australia: CRC for Sustainable Tourism Pty Ltd), p. 40.Google Scholar
15.Bornhorst, T., Ritchie, J. R. B. and Sheehan, L. (2010) Determinants of tourism success for DMOs & destinations: an empirical examination of stakeholders’ perspectives. Tourism Management, 31, pp. 572–589.CrossRefGoogle Scholar
16.Ku, E. C. S., Yang, Ch.-M. and Huang, M.-Y. (2012) Partner choice: adaptation of strategic collaboration between travel agencies. Journal of Hospitality & Tourism Research, 37, pp. 516–536.CrossRefGoogle Scholar
17.Morrison, A. M., Bruen, S. M. and Anderson, D. J. (1998) Convention and visitor bureaus in the USA: A profile of bureaus, bureau executives, and budgets. Journal of Travel and Tourism Marketing, 7, pp. 1–19.CrossRefGoogle Scholar
18.World Tourism Organisation (2007) A Practical Guide to Tourism Destination Management (Madrid: World Tourism Organization, Madrid, Spain).Google Scholar
19.Baum, T., Amoah, V. and Spivack, S. (1997) Policy dimensions of human resource management in the tourism and hospitality industries. International Journal of Contemporary Hospitality Management, 9, pp. 221–229.CrossRefGoogle Scholar
20.Lewis, A. (2006) Stakeholder informed tourism education: voices from the Caribbean. Journal of Hospitality, Leisure, Sport and Tourism Education, 5, pp. 14–25.CrossRefGoogle Scholar
21.Hartl, A. (2002) Developing Marketing Strategies for Tourism Destinations in Peripheral Areas of Europe: the Case of Bornholm (Bornholm: Bournemouth University in collaboration with Centre for Regional and Tourism Research, Bornholm, Denmark), p. 207.Google Scholar
22.Cochran, P. (1994) The Toronto Conference: reflections on stakeholder theory. Business & Society, 33, pp. 95–98.Google Scholar
23.Shankman, N. (1999) Reframing the debate between agency and stakeholder theories of the firm. Journal of Business Ethics, 19, pp. 319–334.CrossRefGoogle Scholar
24.Clarkson, M. (1995) A stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, 20, pp. 92–117.CrossRefGoogle Scholar
25.Weible, C. M. (2006) An advocacy coalition framework approach to stakeholder analysis: understanding the political context of California marine protected area policy. Journal of Public Administration Research and Theory, 17, pp. 95–117.CrossRefGoogle Scholar
26.Yasarata, M., Altinay, L., Burns, P. and Okumus, F. (2009) Politics and sustainable tourism development – can they co-exist? Tourism Management, 31, pp. 345–356.CrossRefGoogle Scholar
27.Pike, S. (2009) Destination brand positions of a competitive set of near-home destinations. Tourism Management, 30, pp. 857–866.CrossRefGoogle Scholar
28.Sheenan, L. R. and Ritchie, J. R. B. (2005) Destination stakeholders, exploring identity and salience. Annals of Tourism Research, 32, pp. 711–734.CrossRefGoogle Scholar
29.Buhalis, D. (2000) Marketing the competitive destination of the future. Tourism Management, 21, pp. 97–116.CrossRefGoogle Scholar
30.Currie, R. R., Seaton, S. and Wesley, F. (2009) Determining stakeholders for feasibility analysis. Annals of Tourism Research, 36, pp. 41–63.CrossRefGoogle Scholar
31.D’Angella, F. and Go, F. M. (2009) Tale of two cities’ collaborative tourism marketing: towards a theory of destination stakeholder assessment. Tourism Management, 30, pp. 429–440.CrossRefGoogle Scholar
32.Donnelly, M. P. and Vaske, J. J. (1997) Factors influencing membership in tourism promotion authority. Journal of Travel Research, 35, pp. 50–55.CrossRefGoogle Scholar
33.Hystad, P. W. and Keller, P. C. (2008) Towards a destination tourism disaster management framework: long-term lessons from a forest fire disaster. Tourism Management, 29, pp. 151–162.CrossRefGoogle Scholar
34.Palmer, A. and Bejou, D. (1995) Tourism destination marketing alliances. Annals of Tourism Research, 22, pp. 616–629.CrossRefGoogle Scholar
35.Sheehan, L. R., Ritchie, J. R. B. and Hudson, S. (2007) The destination promotion triad: understanding the asymmetric stakeholder interdependencies between the city, the hotels and the DMO. Journal of Travel Research, 46, pp. 64–74.Google Scholar
36.Walters, J. (2005) Members Care. In: R. Harrill (Eds), Fundamentals of Destination Management and Marketing (Michigan: Educational Institute American Hotel & Lodging Association).Google Scholar
37.Elbe, J., Hallén, L. and Axelsson, B. (2009) The destination-management organisation and the integrative destination-marketing process. International Journal of Tourism Research, 11, pp. 283–296.CrossRefGoogle Scholar
38.Fyall, A. (2011) The Emergence and Development of Destination Management Arrangements in England, from: http://ead.univ-angers.fr/~granem08/IMG/pdf/Alan_Fyall.pdf.Google Scholar
39.Kamann, S. (2008) Destination Marketing Organizations in Europe. An In-Depth Analysis (Breda: Destination Marketing Association International DMAI – NHTV Breda University of Applied Sciences).Google Scholar
40.Lee, Ch. B. and Wicks, B. (2010) Podcasts for tourism marketing: university and DMO collaboration. Journal of Hospitality, Leisure, Sport & Tourism Education, 9, pp. 102–114.CrossRefGoogle Scholar
41.Hankinson, G. (2004) Relational network brands: towards a conceptual model of place brands. Journal of Vacation Marketing, 10, pp. 109–121.CrossRefGoogle Scholar
42.Pinto, R. B. and Kastenholz, E. (2011) Collaborative destination marketing. In: Book of Proceedings Vol. I (Algarve: International Conference on Tourism & Management Studies).Google Scholar
43.Mohd Nor, M. R. K. (2009) Tourism as a Graduate Career in Malaysia: Stakeholders’ Perceptions (Wellington: Victoria University of Wellington).Google Scholar
44.Raybould, M. and Wilkins, H. (2005) Over qualified and under experienced: turning graduates into hospitality managers. International Journal of Contemporary Hospitality Management, 17.CrossRefGoogle Scholar
45.Ernawati, D. B. and Pearce, P. L. (2003) Tourism courses at the higher education level in Indonesia: the perspectives of the stakeholders. Journal of Teaching in Travel and Tourism, 3, pp. 1–18.CrossRefGoogle Scholar
46.Kaplan, A. (1982) A management approach to hospitality and tourism education. International Journal of Hospitality Management, 1, pp. 11–17.CrossRefGoogle Scholar
47.Szwichtenberg, A. (2004) Walory środowiska przyrodniczego – szansą dla rozwoju nowych form turystyki na Pomorzu Zachodnim. In: R. K. Borówka and A. Witkowski (Eds), Człowiek i środowisko przyrodnicze Pomorza Zachodniego. II Środowisko abiotyczne (Szczecin: Uniwersytet Szczeciński), pp. 196–197.Google Scholar
48.Instytut Turystyki (2011a) Charakterystyka przyjazdów do Polski w 2010 roku (Warszawa: Instytut Turystyki w Warszawie).Google Scholar
49.Instytut Turystyki (2011b) Krajowe i zagraniczne wyjazdy Polaków w 2010 roku (Warszawa: Instytut Turystyki w Warszawie).Google Scholar
50.Polska Organizacja Turystyczna (2012) From: http://www.pot.gov.pl.Google Scholar
51.Morrison, A. M. (2010) The Future, Trends and Best Practices of DMOs (Jakarta: The Future, Trends and Best Practices of DMOs. 6 August 2010, Jakarta), from: http://www.belletourism.com/upload_files/6.20_EN_Future_Trends_and_Best_Practices_of_DMOs.pdf.Google Scholar
52.Blain, A., Levy, S. E. and Ritchie, J. R. B. (2005) Destination branding: insights and practices from destination management organizations. Journal of Travel Research, 43, pp. 328–338.CrossRefGoogle Scholar
53.Freeman, R. (1984) Strategic Management: A Stakeholder Approach (Boston: Pitman).Google Scholar