The paper "Destination Management" is a great example of an annotated literature on management. Destination management as attracted the attention of policymakers and scholars alike in the last two decades, a fact that is partly attributed to the impacts of steady development of tourism both from the demand and the supply side and as a response to the emerging trends observed in the tourism market (Morrison, 2013). The aim of this paper is to provide a critical review of journals with an aim of providing a better understanding of Destination management.
Specifically, the paper seeks to identify, reflect, and describe main issues and learning from the journals. The journals are reviewed along with key issues of destination management, critical reflections theoretical constructs, concepts, frameworks, and models of the journals, and a reflection on the nature and quality of the journals. Article 1: Marketing and Managing Tourism Destinations, Routledge, London, the UK by Morrison, A.M. (2013). Destination Management means different things to different people. In the first article, the author describes destination management as a professional strategy or approach towards guiding all efforts in a tourist attraction or a place that has decided to pursue tourism as an economic activity (p1).
It is also viewed as coordinated and integrated management of the destination mix outlined as tourism attractions, activities facilities, transport, and infrastructural resources as well as hospitality. Morrison posits that destination management can also be seen as the broader concept that entails destination marketing and other roles such as leadership and coordination, planning and research, product development, partnerships and team-building, and community relations(Morrison, 2013). The concept of destination management organizations (DMOs) is introduced and their specific roles including leadership and coordination, planning and research, product development, marketing and promotion, partnership and team-building, and community relations.
Effective destination management involves long-term tourism planning and continual monitoring and evaluation of the outcomes from tourism efforts.
Arch G. Woodside, Ramos Mir Vicente, Mariana Duque, (2011).Tourism's destination dominance and marketing website usefulness, International Journal of Contemporary Hospitality Management, Vol. 23 Iss: 4, pp.552 – 564
Bornhorst, T, Ritchie, J.R.B., and Sheehan, L (2009). Determinants of Tourism Success for DMOs & Destinations: An Empirical Examination of Stakeholders’ Perspectives BRS-TM(v25) :1-42
Crouch, G.I., Ritchie, J.R.B. (1999). Tourism, com¬petitiveness, and societal prosperity. Journal of Business Research, 44, 137-152.
Fyall , A., Garrod , B.,and Wang, Y(2012) . Destination collaboration: Critical review of theoretical approaches to a multi-dimensional phenomenon Journal of Destination Marketing & Management Vol110–26
Longjit,C., and. Pearce D.G (2013). Managing a mature coastal destination: Pattaya, Thailand Journal of Destination Marketing & Management 11 pages
Morrison, A.M.(2013). Marketing and Managing Tourism Destinations, Routledge, London, UK
Ritchie, B. J., & Crouch, G. I. (2003). The Competitive Destination: A Sustainable Tourism Perspective. New York, USA: CABI Publishing.
Saftic , D.,Težak, A., and Luk, N(2011).Stakeholder approach in tourism management: implication in Croatian tourism ,International Conference on Organizational Science Development Future Organization March 23rd – 25th 2011, Portorož, Slovenia
Tanja A., Vladimir, M., Nemanja, D., Tamara, J (2011). Integrated Model of Destination Competitiveness Geographical Pannonica, Vol 15 , Issue 2, pp58-69
Welford, R., & Ytterhus, B. (2004). Sustainable development and tourism destination management: A case study of the Lillehammer region, Norway. International Journal of Sustainable Development and World Ecology, 11(4), 410.
WTO (2007).A practical guide to tourism destination management. Madrid: World Tourism Organization