Sustainability implementation in destination management

This empirically-based paper examines how sustainability is implemented in tourism destination management organizations. By positing a conceptual model for sustainability implementation that is grounded in the academic literature and assessed in light of the empirical findings of the study presented here, this paper combines two strands of academic inquiry. Works on sustainability and its implementation offer the theoretical and practical context; implementation theory from the political sciences provides the conceptual context. Twenty interviews with 22 destination managers in nature-based tourism destinations in the Tyrolean Oberland and the South Island of New Zealand form the empirical basis of our study. Implementation processes are found to be non-linear and non-synchronous. Discretion of individuals and communication between destination stakeholders are decisive factors that influence implementation processes. Destination managers associate a wide range of projects with sustainability, and they prioritize implementing projects for economic sustainability. Sustainability successes as measured against SDGs 8 and 12 lack in concrete and holistic measures.

Automated summary

This paper examines the implementation of sustainability in tourism destination management organizations, finding that implementation processes are non-linear and non-synchronous, influenced by individual discretion and communication between destination stakeholders. Successes in sustainability lack concrete and holistic measures when measured against SDGs 8 and 12.