Regional Tourist Organizations as a Destination Management Companies – a Proffesional Model of Action

Abstract

Purpose. Assessment of contradictions existing in the environment of researchers regarding effective models of management among the tourism sector in regions, and especially the management of tourism promotion, and the author's attempt to develop a ROT model in the DMC formula as a model for increasing the effectiveness of the organization. Method. The method of research included desk research of written resources, including ROT statuses (analysis of the structure of their aims) and in-depth analysis of data acquired during the author’s own questionnaire research. The conclusions were drawn with the use of the deductive method, comparative analysis, and – to simplify the presentation of problems – the reduction method, as well as the authors’ own observations. Findings. The study revealed the possibility of changing the ROT business model using the DMC formula, which could be crucial in assessing the effectiveness of the organization. Research and conclusions limitations. The study involved 16 ROTs, and survey research data were obtained from 15 organizations. The analysis allowed, however, to notice and outline regularities in the ROT activity features and a catalogue of conditions in their environment affecting the efficiency of functioning after transformation into the DMC. Practical implications. The research diagnoses the possibilities and conditions of changes in the ROT model of action using the DMC formula in the opinion of the organization's stakeholders. Originality. The analysis and identification of the catalogue of conditions in the environment of ROTs, in the context of tourism policy issues, system of organization of tourism and the behaviour of organizations, focused on business activities. The ROT model of operation in the DMC formula. Type of paper. The article presents the results of empirical research.