The enduring political viability of governance models in tourist destinations and their implications for people and planet

Abstract

PurposeThe objective of this paper is to examine the ways in which tourism can be regarded as a catalyst for positive change, benefiting both people and the planet. The authors consider the integral role of community engagement as a tangible component within the governance frameworks of destination management organizations (DMOs).Design/methodology/approachOriginating from the authors' professional experience and academic expertise in managing and marketing tourist destinations, both at the local and regional levels, the article explores the pressing requirement for reevaluating policies and strategies. It aims to emphatically underscore and reiterate the role of tourism as a pivotal driver for enhancing peoples' quality of life and ensuring the sustainability of tourist destinations. This effort involves not only maintaining equilibrium among the four widely recognized pillars of sustainability but also pondering the significance of an equally crucial aspect of destination management – the political sustainability of the governance framework of tourist destinations.FindingsCurrent realities encourage the authors to contemplate and act, guided by the unfolding of tourism's swift regenerative influence. It is anticipated that people have gleaned vital lessons from the collective pause people underwent during the pandemic, coupled with the stark realization of being unable to partake in the favourable contributions of tourism in everyday life. This article highlights the urgency of implementing DMO models that are capable of conceptualizing and operationalizing a human-centred tourism development policy and the resulting sustainability strategies, enhancing representation and guidance for the satisfaction of stakeholders.Originality/valueIt is neither a widespread practice, nor are there many prior studies that tackle the potential of forecasting the comprehensiveness of governance and management models for tourist destinations that encompass stakeholders who represent the direct interests of local communities within the tourism system. Supported by a literature review, analysis of secondary data and the first-hand experience of the authors, it becomes apparent that the operational landscape of most organizations functioning as tourist destination managers is predominantly at the regional and local tiers. These very organizations are the ones that have been progressively evolving, displaying a readiness to introduce innovation in this realm. Implementing these models would represent an approach to governance more inclined towards a bottom-up style, thereby posing a challenge to the more rigid and commonly employed strategies that emanate from a centrally structured national framework.