This paper presents a holistic framework for analysis of destination management and/or marketing organizations (DMOs) and explores how these work in a highly complex tourism environment. Six destinations are investigated through 61 qualitative interviews with representatives from tourism businesses and organizations. The analysis reveals a number of important factors, including whether the DMOs are focused on survival or development, on experiences or communication, and on internally or externally oriented governance. Finally, it reveals that Danish DMOs constantly negotiate between their various roles at the destination, creating discrepancies between ideals, goals and practices.
- Destination management and/or marketing organizations