This paper investigates the transformation of a destination leadership network within a new funding and governance landscape for Destination Management Organisations (DMOs) and destinations in England. Current longitudinal evidence into the transformation of destination leadership networks and emergent Distributed Leadership (DL) in the literature domain of DMOs and destinations is thin. This study adopts a longitudinal case study and ego-network Social Network Analysis (SNA) approach, drawing on the perspectives of the founding and current Chief Executive Officers (CEOs) of a DMO coupled with semi-structured expert interviews with policy makers from VisitEngland. Longitudinal data findings provide useful insights into the transformation of DMOs and their wider networks through the enactment of DL in order to cope with change and uncertainty.
- Destination Management Organisations (DMOs)
- Organisational change
- Social Network Analysis (SNA)