Climate change knowledge and organizational adaptation: a destination management organization case study

• Kalyan Bhandar ^[1] ; Chris Cooper ^[2] ; Lisa Ruhanen ^[3]
  1. [1] University of the West of Scotland

     University of the West of Scotland

     Reino Unido

     
  2. [2] Oxford Brookes University

     Oxford Brookes University

     Oxford District, Reino Unido

     
  3. [3] University of Queensland

     University of Queensland

     Australia

     

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• Localización: Tourism recreation research, ISSN 0250-8281, Vol. 41, Nº. 1, 2016, págs. 60-68
• Idioma: inglés
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• Resumen

  • This paper reports on an exploratory empirical study that examined the extent of organizational adaptation of a destination to climate change. Utilizing a case study of a UK island destination, the paper focuses specifically on the way the destination management organization (DMO) acquires climate change knowledge and how it translates this knowledge into organizational learning and destination adaptation. The study identified a number of challenges facing the destination management organization, particularly in relation to leadership and destination governance. Further, although the DMO was engaged in few climate-related adaptation measures, it was evident that greater emphasis was placed on mitigation strategies.