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DMOs and Rural Tourism: A Stakeholder Analysis the Case of Tucker County, West Virginia

Author

Listed:
  • Doug Arbogast

    (Recreation, Parks & Tourism Resources Program, Division of Forestry and Natural Resources, West Virginia University, Morgantown, WV 26505, USA)

  • Jinyang Deng

    (Recreation, Parks & Tourism Resources Program, Division of Forestry and Natural Resources, West Virginia University, Morgantown, WV 26505, USA)

  • Kudzayi Maumbe

    (Recreation, Parks & Tourism Resources Program, Division of Forestry and Natural Resources, West Virginia University, Morgantown, WV 26505, USA)

Abstract

Rural destination management organizations (DMOs) are faced with considerable challenges as they attempt to promote economic prosperity through tourism. This study sought to identify rural destination management challenges in Tucker County, West Virginia; identify the roles and activities of the destinations DMOs in addressing these challenges; and develop a perceived destination management framework. DMO challenges include maintaining authenticity and sense of place; economic diversification; seasonality, low wage jobs, and lack of employees; connecting resorts to small businesses and communities; and establishing a common vision, identity, and coordination of activities. While the majority of tourism literature calls for DMOs to play a dual marketing and management role, this paper makes an important contribution by identifying the need for a Convention and Visitors Bureau and a separate organization with a specific mission to sustainably develop and manage tourism and coordinate activities of the stakeholder network.

Suggested Citation

  • Doug Arbogast & Jinyang Deng & Kudzayi Maumbe, 2017. "DMOs and Rural Tourism: A Stakeholder Analysis the Case of Tucker County, West Virginia," Sustainability, MDPI, vol. 9(10), pages 1-18, October.
    • Handle: RePEc:gam:jsusta:v:9:y:2017:i:10:p:1813-:d:114393
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    References listed on IDEAS

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    1. Volgger, Michael & Pechlaner, Harald, 2014. "Requirements for destination management organizations in destination governance: Understanding DMO success," Tourism Management, Elsevier, vol. 41(C), pages 64-75.
    2. Pike, Steven & Page, Stephen J., 2014. "Destination Marketing Organizations and destination marketing: A narrative analysis of the literature," Tourism Management, Elsevier, vol. 41(C), pages 202-227.
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    Cited by:

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    2. Diana Foris & Adriana Florescu & Tiberiu Foris & Sorin Barabas, 2020. "Improving the Management of Tourist Destinations: A New Approach to Strategic Management at the DMO Level by Integrating Lean Techniques," Sustainability, MDPI, vol. 12(23), pages 1-22, December.
    3. Ulrika Persson-Fischer & Shuangqi Liu, 2021. "What Is Interdisciplinarity in the Study of Sustainable Destination Development?," Sustainability, MDPI, vol. 13(7), pages 1-28, March.
    4. Ramona Ciolac & Tiberiu Iancu & Ioan Brad & Tabita Adamov & Nicoleta Mateoc-Sîrb, 2021. "Agritourism—A Business Reality of the Moment for Romanian Rural Area’s Sustainability," Sustainability, MDPI, vol. 13(11), pages 1-29, June.
    5. Mariana IANEVA & Stiliyana BASMADZHIEVA, 2022. "Analysis And Evaluation Of Health Tourism Management In Tourism Regions: The Case Of Bulgaria," Theoretical and Empirical Researches in Urban Management, Research Centre in Public Administration and Public Services, Bucharest, Romania, vol. 17(3), pages 5-29, August.
    6. Rosa Rodríguez-Díaz & Manuel Rodríguez-Díaz, 2018. "Special Incentives for Rehabilitation of Tourism Destinations to Improve the Profitability of Accommodations: The Case of the Canary Islands," Sustainability, MDPI, vol. 10(6), pages 1-20, June.

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