Journal of Investment and Management
Volume 5, Issue 1, February 2016, Pages: 1-5
Received: Jun. 2, 2016;
Accepted: Jun. 12, 2016;
Published: Jul. 18, 2016
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Bindi Varghese, School of Business Studies and Social Sciences, Christ University, Bannerghatta Road Campus, Bangalore, India
Tourism is a strategic economic activity in Karnataka, but the uniqueness of the governing bodies accentuates on integrated planning pioneering with several distinguishing features. The urban and territorial changes caused by tourism are well introspected areas in contemporary scientific literature. This research adopts an integrative approach with a framework connecting scientific traditions of destination management and competitiveness with a case study examining in-depth reliability of Destination Management Organizations (DMOs) in destination governance and narrates upon the essentiality of stakeholder participation in destination decision making process. Most pertinent functions of the Destination Management Organization (DMO) are to facilitate the corporation and collaboration of stakeholder within the destination. Primarily in times of crisis where collaboration and collective decision making is a priority; many destinations today are not equipped to combat such crisis which consecutively take a toll on the destination and unfavourably affect the tourists visiting the destination leaving behind a negative impression which can adversely affect the tourism integrity of the destination.
Destination Governance and a Strategic Approach to Crisis Management in Tourism, Journal of Investment and Management.
Vol. 5, No. 1,
2016, pp. 1-5.
Copyright © 2016 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/
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