Improving the effectiveness and efficiency of destination development, management and marketing organisations (DDMMOs): a systemic approach

Abstract

AbstractThe PhD. thesis is structured in 9 chapters. The first one is the Introduction in which the author outlines the motivation the led him to study the specific research area and the contribution that this study aims to have. The author also outlines the research objectives and the strategy that he intends to follow throughout to meet them. The importance of DDMMOs for the successful marketing and management of Tourism Destinations is undeniable and has been recognized by many previous authors. Many studies have been undertaken with the objective of measuring the efficiency and effectiveness of those organizations due to their importance. But those studies were mostly limited in their scope and approach. With this current study the author approached the topic rather holistically investigating the overall effectiveness of DDMMOs. No such a study existed previously that integrated all the factors that affect the efficiency of DDMMOs. This was the starting point for the research. To achieve this overall aim a few objectives have been set. The author aimed to develop a framework of tested criteria and indicators that will be able to be used to measure the various factors that affect the efficiency and effectiveness of those organizations. In the second chapter we examine in detail the organizations that we place at the focus of our research the Destination Development Marketing and Management Organizations (DDMMOs). We outline and propose the evolution of these organizations from the older DMO model to an updated DDMMO model. Also, the different types as well as the criteria and indicators of effective DDMMOs that need to be incorporate are described. Chapter 3 outlines the Stakeholder theory, its dimensions, and the problems that it tries to address. In this chapter the practical application of this theory in the research objective of this study is explained. Chapter 4 is where the Ecosystem theory is described, the framework, its traits, and the advantages it offers as a way of organizing the various companies and organizations within a tourism destination. In Chapter 5 benchmarking is introduced, and the author explains the different classifications/types and steps needed to implement it. We explain the performance measurement concepts and the Total Quality Frameworks (TQF) that exist. Chapter 6 is focused on the European Framework of Quality Management (EFQM) as the chosen framework the was used to conduct the survey. The author wanted to understand the relationship between destinations and the success of DDMMOs and how they affect each other. The EFQM framework was adjusted to the specific criteria and factors that affect these organizations as focal points of the tourism destinations’ effort to marketing and management. The questionnaire that was created using the EFQM framework consisted of 7 constructs and 72 indicators using the Likert scale. It also included an Introduction and DDMMO information part where general information about the organizations were collected. Finally, the respondents were asked for each construct to rate the importance of it on a scale 0-100. Chapter 7 outlines the research methodology that includes the hypothesis, the models used, sampling and addresses validity, reliability, and coding issues. The sample consisted of 128 valid questionnaires. Also, the steps to run the Structural Equation Modelling (SEM) statistical analysis are also explained. In Chapter 8 the findings of the research were presented. As a first step the author employed standard descriptive statistics to assess the qualitative and quantitative variables in the study. Particularly, for qualitative variables frequency tables, including absolute frequencies and relative frequencies (percentages) were used. For quantitative variables, the mean, median, standard deviation, variance, skewness, kurtosis, range, and other descriptive measurements were computed and evaluated. The Pearson correlation coefficient was used to assess the existence of linear relationship between all the pairwise comparisons of quantitative variables. To assess in an overall manner, the answers of the participants, utilizing the weight attributed to each section of questions, a new variable was introduced. Several tables and figures were produced to showcase the findings of this initial part of the research. At a second stage Inferential Statistics were employed. They help researchers to draw conclusions and try to make predictions for the future. They helped us to understand, find patterns and make predictions abiding by validity and reliability issues. Correlation and regressions analysis as well as Analysis of Variance (ANOVA) and Chi-Square tests were used. Also, Pearson correlation was employed in this section to assess the linear relationship of the quantitative variables of the DDMMO model, the Enablers and Results. Tables were produced to present the findings. The Structural Equation modelling statistical technique (SEM) was also employed at a later stage.Chapter 9 includes the discussion and conclusions of the thesis. The cause-and-effect relations between Enablers and Results were investigated among Enablers and among Results of the same group using Structural Equational Modelling statistical tool. The result of this study was the creation of a DDMMO Business excellence model that we believe it can be used to benchmark the DDMMOs’ performance globally. The research also managed to shed more light on the inner workings of a DDMMO and how interrelated organizations (e.g., hotels, government agencies,) affect each other. The ANOVA test has revealed interesting findings such as that the size of the DDMMO has a significant effect on the Organizational Culture and Leadership and on driving the performance and transformation of the organization. Furthermore, the ownership of the DDMMO, whether it is public, private, or Public-Private (PP) does play a role on the Organizational Culture and Leadership. The study also explored the most important objective variables of the DDMMO environment which triangulate the self-assessment answers of the DDMMO’s respondents. By conducting this research, several recommendations for existing and future improvements on the performance of these organizations were provided. The study explored the relationship between destination success and DDMMO success as well and how they affect each other. SEM revealed interesting findings using the Smart PLS version 4 software. It was revealed that Leadership (E1) is one of the most significant roles that a DDMMO needs to take up, and it influences Strategy and Vision (E2) as well as the Operational Performance (R2). This means that high performing DDMMOs need to build a strong cultural identity that will be accompanied by strong and inspiring Leadership. The study also revealed a moderate correlation between Vision, Strategy (E2) with Engaging Stakeholders (E3). The literature has connected Strategy and Stakeholder engagement, and our result confirms this relationship. The research also showed a lower correlation between the Vision and Strategy with the Creation of Sustainable Value (E2 -> E4). The commitment of the DDMMOs at the highest level of a Vision and Strategy to follow a sustainable agenda is helping the organization to pursue the creation of sustainable value. An important correlation was also identified between Stakeholders and Driving performance and transformation (E3-> E5) and Stakeholders with Sustainable Value (E3->E4).A significant correlation that our research has unveiled is the one between Stakeholder perceptions and Strategic and operational performance (R1->R2). Finally, the SEM statistical analysis identified a link between Creating Sustainable Value (E4) and Strategic and Operational Performance (R2). The current research has produced some very interesting findings that can influence government and regional policies and can help to better organize the destination tourism ecosystem and the improve the performance of the DDMMOs. DDMMOs need to be the focal point of the destination providing leadership and strong culture, coordinate the efforts of local stakeholders and manage the tourism resources. The policies of the central government and the one of DDMMOs need to align and governments need to provide financial and other resources that are needed. They also need to create the legal framework that will allow them to be dynamic, flexible, and able to keep up with the current trends in a highly competitive environment. Tourism policies need to be integrated to any government or local efforts for development and measures need to be taken so that the destination becomes more resilient and sustainable. Collectively the DDMMOs with the help of local stakeholders need to set specific goals and standards, promote transparency and accountability. DDMMOs need to provide the vision and strategy for the destination that will help engage them and provide the legitimacy that is needed. DDMMOs also need to become more innovative, collect, analyse, and share the data that is needed to make informed decisions. That requires that DDMMOs initiate collaborations and synergies with local stakeholders that will help create a distinctive identity and unique values for the destination and will set it apart from the competition. Doing so the DDMMOs will help to create a more balanced approach on tourism development, one that will respect the environment and the local population.

Η μελέτη αυτή περιγράφει την εξέλιξη των DDMMO οργανισμών, τους διαφορετικούς τύπους αυτών και τη μετεξέλιξη τους από το παλαιότερο μοντέλο DMO (Destination Marketing Organization) σε ένα πιο σύγχρονο μοντέλο DDMMO. Επίσης περιγράφονται τα κριτήρια και οι δείκτες των αποτελεσματικών DDMMO που πρέπει να ενσωματωθούν. Η συμβολή των DDMMO στο επιτυχημένο μάρκετινγκ και διαχείριση των Τουριστικών Προορισμών είναι αναμφισβήτητη και έχει αναγνωριστεί από πολλούς προηγούμενους συγγραφείς. Πολλές μελέτες έχουν πραγματοποιηθεί με στόχο τη μέτρηση της αποδοτικότητας και της αποτελεσματικότητας αυτών των οργανισμών λόγω της σπουδαιότητας τους. Αλλά αυτές οι μελέτες ήταν ως επί το πλείστο περιορισμένες ως προς το εύρος και την προσέγγισή τους. Με αυτήν την μελέτη ο συγγραφέας προσέγγισε το θέμα ολιστικά διερευνώντας τη συνολική αποτελεσματικότητα των DDMMO. Δεν υπήρχε προηγούμενη μελέτη που να ενσωματώνει όλους τους παράγοντες που επηρεάζουν την αποτελεσματικότητα των DDMMO. Αυτό ήταν το σημείο εκκίνησης της έρευνας. Για την επίτευξη αυτού του γενικού σκοπού έχουν τεθεί ορισμένοι στόχοι. Ο συγγραφέας είχε ως στόχο να αναπτύξει ένα πλαίσιο δοκιμασμένων κριτηρίων και δεικτών που θα μπορούν να χρησιμοποιηθούν για τη μέτρηση των διαφόρων παραγόντων που επηρεάζουν την αποδοτικότητα και την αποτελεσματικότητα αυτών των οργανισμών. Τα ερευνητικά ερωτήματα στα οποία καταλήξαμε είναι τα εξής: •Ποιες αιτιώδεις σχέσεις μπορούν να καθιερωθούν μεταξύ ενεργοποιητών (Enabler) και αποτελεσμάτων (Results) •Ποιες αιτιώδεις σχέσεις μπορούν να καθιερωθούν μεταξύ των ενεργοποιητών (Enabler) και μεταξύ των αποτελεσμάτων (Results) •Υπάρχει σχέση μεταξύ της επιτυχίας του προορισμού και του DDMMO2.Θεωρητικό πλαίσιοΑκολουθήσαμε την προσέγγιση της ποσοτικής έρευνας με τη χρήση ερωτηματολογίου. Δημιουργήσαμε ένα ερωτηματολόγιο προσαρμόζοντας το μοντέλο μέτρησης της απόδοσης EFQM (European Framework of Quality Management) και συλλέξαμε 128 έγκυρα ερωτηματολόγια. Σε πρώτη φάση διεξήγαμε δευτερογενή έρευνα η οποία μας βοήθησε να ανακαλύψουμε τα ερευνητικά εργαλεία και να προσδιορίσουμε τα ερευνητικά κενά και τους στόχους της έρευνας. Η πρωτογενής έρευνα χρησιμοποίησε τo πλαίσιο της επιχειρηματικής αριστείας (EFQM) και προσαρμόστηκε για να δημιουργήσουμε το ερωτηματολόγιο. Η θεωρία του επιχειρηματικού οικοσυστήματος (Business Ecosystem) και η θεωρία των ενδιαφερόμενων μερών (Stakeholder theory) χρησιμοποιήθηκαν για να μας βοηθήσουν να κατανοήσουμε καλύτερα τον τρόπο λειτουργίας των DDMMO και πώς θα μπορούσε να βελτιωθεί η αποτελεσματικότητά τους. Tα στατιστικά εργαλεία της ANOVA, ο συντελεστής συσχέτισης Pearson και τo στατιστικό τεστ Chi-Square χρησιμοποιήθηκαν επίσης στην έρευνα μας. Η χρήση της στατιστικής μεθόδου των Μοντέλων δομικών εξισώσεων (Structural Equation Modelling, SEM) εφαρμόστηκε για να αποκαλύψει της συσχετίσεις μεταξύ των διαφόρων μεταβλητών και για να δημιουργήσουμε το μοντέλου της επιχειρηματικής αριστείας των DDMMO.3.ΑποτελέσματαΑποκαλύφθηκε ότι η Ηγεσία (E1) είναι ένας από τους πιο σημαντικούς ρόλους που πρέπει να αναλάβει ένας DDMMO και επηρεάζει τη Στρατηγική και το Όραμα (E2) καθώς και την Επιχειρησιακή Απόδοση (R2). Η μελέτη αποκάλυψε επίσης μια μέτρια συσχέτιση μεταξύ του Οράματος, της Στρατηγικής (Ε2) με τη Συμμετοχή των Ενδιαφερομένων μερών (Ε3). Εντοπίστηκε επίσης σημαντικές συσχετίσεις μεταξύ των ενδιαφερομένων μερών και της απόδοσης και του μετασχηματισμού οδήγησης (E3-> E5) και των ενδιαφερόμενων μερών με τη βιώσιμη αξία (E3->E4). Μια άλλη σημαντική συσχέτιση που αποκάλυψε η έρευνά μας είναι αυτή μεταξύ των αντιλήψεων των ενδιαφερόμενων μερών και της στρατηγικής και επιχειρησιακής απόδοσης (R1->R2). Τέλος, η στατιστική ανάλυση SEM εντόπισε μια σύνδεση μεταξύ της Δημιουργίας Βιώσιμης Αξίας (E4) και της Στρατηγικής και Επιχειρησιακής Απόδοσης (R2).Όλα τα παραπάνω μας έδειξαν ότι οι DDMMO πρέπει να είναι το επίκεντρο του προορισμού παρέχοντας ηγεσία και ισχυρή κουλτούρα, να συντονίζουν τις προσπάθειες των τοπικών ενδιαφερόμενων μερών και να διαχειρίζονται τους τουριστικούς πόρους. Με αυτόν τον τρόπο, οι DDMMO θα βοηθήσουν στη δημιουργία μιας πιο ισορροπημένης τουριστικής ανάπτυξης, που θα σέβεται το περιβάλλον και τον τοπικό πληθυσμό.