Edinburgh Napier University

  Organizational structures and models for destination management have been changing in response to disruptions in the operational environment (Dredge, 2016) requiring traditional DMOs to shift their organisational models, leadership behaviours and collaborations (Hristov, Scott and Minocha, 2018).

Following a reform of VisitScotland in 2006 to compete more effectively on the international stage, Scotland abolished its area tourist boards (ATBs) to create an integrated VisitScotland network. Although government economic agencies remain influential players in the tourism system, a unique model of destination management organisation that focuses on knowledge management and product innovation has developed over time that distinguishes it from that of other countries (OECD, 2022). Such is the variety of the types of organisations that have been evolved (in terms of composition, management, size and priorities) that they are now described as destination development, marketing and management organisations (DDMMOs). Although, little is actually known about these organisations, both the integrated nature of this network and its separation from government economic agencies, suggests that collaboration (e.g., via knowledge and resource sharing), may influence their formation, ambitions, and subsequent success. Collaboration theory subsequently provides a theoretical framework by which to examine the adaptive capacity of such organizations and how working with partners impacts organizational performance and effectiveness.

Following a longitudinal approach, data collected through mixed method of surveys and interviews with organisation representatives in 2014 and in 2024, this paper reviews the evolution of the bottom-up DMOs created in response to policy changes, and charts their development into destination development, marketing and management organisations (DDMMOs). Both sets of data illustrate that fluidity and pluralism remain defining characteristics of the Scottish tourism policy environment. Regional variations that were prominent in the post 2007 era, characterised by centralisation versus localisation tensions are now well embedded into local ecosystems and DDMMOs highly value their autonomy in shaping and delivering locally based, agendas and priorities. In 2024, the post-Covid outlook for Scottish DDMMOs remains challenging in terms of value creation and value capture, with resilience, financial and resource sharing remaining high on the agenda. The study makes a distinct contribution to debates on the roles, aspirations, and impact of DMOs by illustrating how local interdependencies have influenced the emergence of diverse and complex business models (Reinhold, Beritelli and Grünig, 2022) in response to a complex and dynamic local destination management system.