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

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.