Communication work for influencing destination resilience – DMOs experiences during the COVID-19 pandemic

Abstract

ABSTRACT Previous research has identified good communication as one of several key factors essential for destination resilience. However, there has been a lack of research on how communication contributes to this development. To address this gap, this study explores the communication work done by Destination Management Organizations (DMOs) with stakeholders to influence destination resilience. The study examines the interrelationship between the DMO and the destination stakeholders on national, regional, and local levels. The study consists of 39 interviews with the largest DMOs in Sweden. The results suggest that DMOs employed various forms of communication work and roles. The work, such as working in networks and performing business intelligence, is connected to supporting environmental sensitivity and connectivity, which are crucial to destination resilience. The success of DMOs’ communication work in influencing destination resilience depends on their ability to be proactive, adapt to a constantly changing environment, and use established networks. The DMOs learned from and mitigated the consequences of the pandemic while building strength to withstand anticipated future stressors. Thus, the DMOs influenced both planned and adaptive resilience. The study's findings increase our understanding of the communication work and roles employed by DMOs to influence the resilience of a destination.