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A social-ecological system approach has been applied to measure the complexity of sustainable tourism development on small islands. In general, tourism development and ecosystem management have been shown to be relatively unbalanced. Tourism development attempts have not yet been accompanied by environmental management efforts. In this paper, the social-ecological status is measured to improve the sustainable development mechanism with appropriate indicators. Using the Gili Matra Islands as a case study, the social-ecological status of tourism in the region was examined using the social-ecological status index (SESI), a coupling index of the coastal waters quality index (CWQI), the coordination degree model (CCDM) and the index of information entropy weight (IEW) as tools for measuring and evaluating the social-ecological status and sustainable development of small island tourism.

Destination management organizations (DMOs) increase cooperation and coordination among stakeholders and contribute to the competitiveness of the destination. The purpose of this study is to develop a destination management model for Cappadocia that could make Cappadocia's tourism more sustainable and competitive. By developing a procedure that could also be used for similar tourism destinations, it is also aimed to propose a study model. Interviews were conducted with stakeholders to identify the problems in Cappadocia's tourism and solutions for these problems were suggested. These interviews were content-analyzed. The main challenges are related to infrastructure, superstructure, accessibility, human resources, facilities, sustainability and environment, and image. A well-established DMO could help the destination to become more competitive while also improving sustainability and eliminating or minimizing current and potential problems. Cooperation and coordination are highlighted as the most important functions due to the presence of several institutions related to tourism management in Cappadocia.

This study uses online reviews to explore memorable tourism experiences of tourists visiting different city attractions. Seeking to identify a collection of themes and concepts reflecting tourists' memorable experiences during their attraction visits, this study reveals the most shared tourism memories in cognitive-emotive-behavioral themes. By developing a matrix that categorizes tourist city attractions based on an ideographic approach, the study also argues that there are different types of tourist memorable experiences at different types of attractions (i.e., human-marker, nature-sight and human-sight tourist attractions). The findings extend previous understanding of the research in tourism experience and attractions by analyzing 156,986 TripAdvisor tourist reviews of the top ten most popular tourist attractions in London. This study also provides recommendations for destination management organizations and various city tourism stakeholders to plan, market and manage city tourism products and services.

National destination pledges are a destination and visitor management intervention that seeks to positively influence visitor behaviour. They have been used since 2017, and the earliest and most prominent among these are the Icelandic Pledge, the Palau Pledge, New Zealand's Tiaki Promise, and the Sustainable Finland Pledge. Using semi-structured interviews with 17 destination managers and marketers, covering all aforementioned pledges, this paper demonstrates that national destination pledges are a new and innovative soft visitor management intervention. In comparison to other soft visitor management techniques, national destination pledges strategically connect with the emotions of visitors, require (often public) action from visitors, and engage visitors in a process of interpretation to build their own understanding of their role in destination management. As such, this paper outlines how these pledges offer a unique approach to destination management by engaging with demand side stakeholders (visitors).

Destination stakeholders seek balance between competition and cooperation within the destination and the ability to find the optimal organisational structure is one of the key success factors. The aim of the article is to propose methodology focusing on examining the organisational structure and leaders in a destination based on the community and corporate model. In order to evaluate the organisational structure, sequential steps are proposed, which were demonstrated on two central European mountain destinations. Firstly the network analysis of tourism stakeholders was used and then enriched with the in-depth interviews with stakeholders. The article measures the change in organisational structure and leadership in tourism destinations focusing on the influence on a destination performance. The article gives valuable insight for further examination of destination structures and destination management. Moreover, it provides new information on the destination organisational model within the concepts of community and corporate model.

Although the concept of emotional attachment has been used in various disciplines, the research on the formation process of tourist attachment to a destination (PTAD) aimed at the state traits of the interaction process between destination and habitation is still limited. This research uses mixed methods-grounded theory (MM-GT) to develop the PTAD scale of the dynamic causal chain consisting of a motivational-cognitive- emotional framework. Qualitative research resulted in the framework that was derived from 16 online travel logs about Hainan Island, China. Quantitative research resulted in the development of 23-item with 6 dimensions PTAD scale with high reliability and validity. The six-dimensional solution discovers those important but underexposure dimensions. Destination managers can use the knowledge of PTAD to help tourists enjoy the psychological process, formulate destination management and marketing strategies, and then win the competition war of destination.

The paper investigates the impact of hotel chains' presence in a destination on their competitiveness through cross-section regression analysis of 116 countries. Results reveal that a destination's competitiveness is positively and significantly influenced by the number of affiliated hotels and rooms in affiliated hotels in the destination. The market share of hotel chains in a destination's hotel industry does not influence its competitiveness. Results further indicate that the general business environment (country's level of corruption and globalisation) has a positive and stronger impact on a destination's competitiveness than the presence of hotel chains. Destination management implications, limitations and directions of future research are also elaborated.

Monitoring the performance of a destination is essential for effective destination management. As the hotel industry is one of the main destination management stakeholders, it is important to have an agile monitoring system to evaluate its performance. This paper presents a monitoring and benchmarking system to analyse and evaluate the hotel room prices of a destination based on data collected from an online travel agent. The proposed method provides guidelines for data collection and preparation and a starting-point analysis for monitoring and benchmarking hotel room prices. The method is applied to the case study of Bilbao both to track its performance during 2014 and compare it with the two other capitals in the Basque Country. The results show that Bilbao's hotel room prices suffered a drop during the first four months of the year and reveal the role that each hotel played.

Tourist arrivals and tourism revenues have been extensively studied to evaluate international tourist flows, whereas the structure and evolution of these flows have received less attention. Based on international tourist arrival data from 221 countries/regions during the period 1995–2018, this study applies network analysis to explore the structure and evolution of international tourist flows, and the roles and functions of countries/regions in the international tourist flow network. The results of this study reveal that the network density of international tourist flows is increasing. Countries/regions in Europe, East Asia and North America generally occupy a significantly important position within the international tourist flow network, especially Germany and China. Those geographically close countries/regions demonstrate the same or similar roles and positions in international tourism. This study has significant implications for tourist destination management and marketing., Highlights • We illustrated the necessity of exploring the structure of international tourist flows. • We evaluated the structure and evolution of international tourist flows among 221 countries/regions from 1995–2018. • We employed Network Analysis to explore the roles and functions of countries/regions. • Germany and China acted as the dominating outbound and inbound tourism markets respectively from the perspective of structure. • Geographically close countries/regions demonstrated the same or similar roles and positions in international tourism.

Destination management processes continue to undergo substantial change, and managers now need to demonstrate a social presence and balance the interests of businesses, host communities, and a wide range of other stakeholders. Advocacy and community leadership have become increasingly important, but little is known about the implementation of these functions within destination management. The aim of this paper is to explore how advocacy and community leadership feature in destination management, and how they interrelate with other destination management functions. Empirical data were gathered through a series of in-depth interviews amongst destination management practitioners in Estonia. The study advances our understanding of how practitioners conceptualise and enact advocacy and community leadership in destination management. A framework for advocacy and community leadership within destination management is proposed to depict the interdependencies with other destination management functions.

There are shortcomings in studying tourist satisfaction from the direct effect of travel motivation. The current study constructed an integrated model of motivation-satisfaction towards a heritage destination with the addition of experience-related factors and destination image. Unlike previous studies mainly focusing on pre or after the experience, this research employed a survey aiming at tourists during their on-site experiences. By using Partial Least Square-Structural Equation Modeling, the proposed structural model was tested with a sample of 352 visitors at Hoi An UNESCO World Heritage Site, Vietnam. Motivation had significant effects on visitor engagement, visitor experience, and heritage destination image, which in turn led to heritage tourists' satisfaction. The indirect link between motivation and satisfaction was also confirmed, contributing to a better understanding of the formation of satisfaction in the context of heritage tourism. Practical implications are provided for Destination Management Organizations (DMOs) of heritage sites.

It is suggested in this paper that in any debate about sustainable tourism, it is essential to focus on the visitor. The paper reports findings derived from a latent class analysis premised on the concept of “sustainable intelligence” on the part of the tourist. Using this method, three segments were found to display differing levels of commitment, attitude, knowledge and/or behaviour with regard to sustainability; these parameters being measures of “sustainable intelligence”. Data were derived from 1188 respondents who had stayed at least one night in Western Costa del Sol (Spain), a mature sun and sand tourism destination currently undergoing rejuvenation. Three tourist segments were identified — the reflective, unconcerned and prosustainable tourist; thereby not only identifying implications for destination management and a discussion of how sustainability may be purchased, but also contributing to the literature by demonstrating the viability of the concept of “sustainable intelligence”.

The range of components involved in the construction of tourist expectations and the influence these expectations generate on consumer satisfaction have been analyzed by tourism and marketing researchers. However, the causes and consequences of negative emotions such as disappointment seem to be neglected. Tourists' high expectations should be met not only by the services sector, but also by the tourism destination itself. Service insufficiency, or the failure of the travel experience, along with other risk factors may lead to tourists' dissatisfaction. This paper aims to create a better understanding of negative emotional attributes related to tourism destinations by investigating the causes, factors, and consequences of tourists' disappointment by developing a model of the phenomenon. This paper offers practical implications for destination managers and discusses how the causes of disappointment might be eliminated, or minimized, and that tourists can be compensated for disappointing experiences.

For destinations to become competitive they must strategically promote specific features distinguishing them from similar destinations. This research looks at the Vojvodina Region of Serbia, regarded as a destination with tourism potential. Vojvodina has undergone transition over the past 20 years, and previous research concerning the region's awareness and image has indicated that very little is known about the destination. To better assist tourism industry officials and planners, there represents a need to assess the region's potential and overall competitiveness. The study uses Dwyer and Kim's (2003) Integrated Model to observe Vojvodina's destination competitiveness, addressing the following determinants: inherited resources, created resources, supporting factors, destination management, demand conditions and situational conditions. Determinants were assessed using a survey evaluating 119 indicators, based upon a Likert Scale. The results indicate that while Vojvodina possesses much in terms of natural and cultural resources, more investments, and marketing and strategic management/planning are needed to make the destination more attractive to international visitors to improve the region's competitiveness.