Power Dimensions and Influence Reputation in Tourist Destinations

The understanding of power and influence dimensions within stakeholder networks of tourist destinations enables an effective assignment of positions and tasks to the relevant actors. The key findings from this research are as follows: There are only a few relevant actors representing various stakeholder groups in communities. Thus, participatory planning could be carried out in more confined groups. An actors influence reputation is closely linked to how he/she is seen by others, which explains why in small communities a good reputation is of such a great importance to local actors. The interpretation of power as a source of influence varies across stakeholder groups and stereotypes are confirmed. There is higher conformity of the perception within one and the same stakeholder group. Therefore, an individuals interpretation of power can be recognised through the stakeholder group to which he/she belongs. Furthermore, actors of the same stakeholder group see others in the same way as they are seen by others, which might indicate that influence reputation is a reflective construct.

An actors importance for tourism development in a destination depends primarily on his/her knowledge, and partly on process power. Knowledge and process power affect peoples perception of an actors influence (out-degree), as well as for ones reputation as being influential (in-degree). Hierarchical position and possession of assets play an important role only for some stakeholder groups. The extensive and very thorough literature review covering five research streams on which the empirical approach is based on constitutes a major strength of this research. The research gap has been uncovered well and the study clearly distinguished from existing literature. As opposed to other studies, this research presents a new perspective based on Foucault. Another strength is the easily traceable derivation and choice of the power dimensions which influence reputation depends on. However, the focus on only four variables could be criticised and knowledge, for instance, is not further subdivided into knowing people or things. Although the case example seems to be highly suited to this research, the single research site limits the external validity of the research results. It is not clear whether this destination faces a particular situation or whether the results are also valid for other (Alpine) destinations. The data collection method has proven to be effective because 1) the majority of the participants could explain their answers on telephone which increased the datas objectivity and 2) the reputational approach extended by the snowball technique allowed the researchers to end up with a network that quite probably includes the most prominent actors. Although the sample size looks rather small, the researchers convincingly argue why the empirical results must be considered as representative (e.g. more than 95% of the network population has been interviewed). The small size of the DMO group constitutes a drawback, since the results must be interpreted with caution due low significance levels.

Destination Management

Daniela Vanessa Bermadinger

By looking at both, the out- and in-degree centralities, both points of view how individuals perceive others as well as how they are perceived by others are analysed. Differentiating the affiliation of individuals according to stakeholder groups 1 gives a further insight into stakeholder groups perception of themselves and others in the network system. The process of systematically and separately analysing the two points of view has helped in detecting clear and significant results. Results are always evaluated in the whole context, other factors considered and thouhgts followed through. Overall, the measurement construct has been reasonably justified and the research accurately carried out, hence, it is high in validity. Every step in the research process is carefully explained and reliability of the data given.

Beritelli, P., & Laesser, C. (2011). Power dimensions and influence reputation in tourist destinations: empirical evidence from a network of actors and stakeholders. Tourism Management, Vol. 32, Nr. 6, pp. 1299-1309.

Stakeholders have been assigned to two different criteria the actors relation to the destination (internals vs. externals) and the sector they are working in (private, public, DMO, counselors). Destination Management Daniela Vanessa Bermadinger 2