Artistic and cultural organizations can be considered unique due to their specific mode of operation.
On one hand, these organizations have a creative dimension and face uncertainty both in their production processes and in the outcomes of those processes.
On the other hand, they deal with multiple stakeholders.
They operate at the intersection of several worlds, each associated with different logics: an artistic logic, a managerial logic, and finally a political logic.
In this context, the question arises as to how they are managed and how management tools are used within them.
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Destination Management Organizations (DMOs) operate within tourist destinations, which are the meeting point between a visitor-driven experience project and a territorial development project led by residents, local elected officials, and, of course, businesses.
DMOs are responsible for achieving public policy objectives while embracing the complexity of their territory, which is reflected in the diversity of its stakeholders.
In France, the concept of a DMO primarily refers to tourist offices.
Recent research highlights the processes through which DMOs steer collective territorial action.
Beyond their legal missions, they play a central role in adapting their destination to changes in the tourism sector.
- Management Dictionary
- Governance, Strategic Management