Drivers of Efficient Destination Management in Times of Transition: Key Findings for Destination Development Management and Marketing Organisations (DDMMOs)

Iordanis Katemliadis, Andreas Papatheodorou (), Maria Doumi and Nicholas Karachalis
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Iordanis Katemliadis: Department of Business and Management, UCLAN Cyprus, 7080 Pyla, Cyprus
Andreas Papatheodorou: Department of Tourism Economics and Management, University of the Aegean, 82132 Chios, Greece
Maria Doumi: Department of Tourism Economics and Management, University of the Aegean, 82132 Chios, Greece
Nicholas Karachalis: Department of Tourism Economics and Management, University of the Aegean, 82132 Chios, Greece

Tourism and Hospitality, 2025, vol. 6, issue 5, 1-24

Abstract: This paper reflects on the results of a survey and aims to illuminate the operations of Destination Development, Management and Marketing Organisations (DDMMOs) by identifying different Key Performance Areas (KPAs), the indicators connected to them, and examining how they influence each other. Various linkages were explored between Enablers and Results performance areas, both within and across these categories. The use of multivariate statistical techniques such as Structural Equation Modelling (SEM), along with Analysis of Variance (ANOVA), chi-square tests, Pearson correlation, and other descriptive statistical methods yielded several insightful findings. The authors developed a research model which operated at an observation level and measured all the latent variables and tested all the hypothetical dependencies. The model investigates causal relationships among variables and understands how each contributes to overall performance. Researchers created a questionnaire using the EFQM framework, which consisted of seven constructs and 72 indicators rated on a Likert scale (1–5). Out of the 141 questionnaires distributed, 128 were considered valid and formed the sample for this research. All respondents were experienced employees/managers of DDMMOs in various roles. The results revealed that Leadership is one of the most valuable functions that DDMMOs can provide, and that when stakeholders trust the DDMMO, they become more efficient. The optimal size and ownership structure should be tailored to the specific needs of the destination, which can also influence how it manages its response. Furthermore, this paper revealed the link between sustainability and performance. The effectiveness of DDMMOs will largely determine the impact on the local economy and society. The research model developed together with the insights revealed is a testament of the practical relevance of this paper.

Keywords: destination development marketing & management organizations; tourism destinations; destination marketing; destination management; EFQM; destination marketing organizations (search for similar items in EconPapers)
JEL-codes: Z3 Z30 Z31 Z32 Z33 Z38 (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:gam:jtourh:v:6:y:2025:i:5:p:244-:d:1793673

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