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

Kalyan Bhandari, Chris Cooper, Lisa Ruhanen

Research output: Contribution to journalArticle

2 Citations (Scopus)

Abstract

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.
Original languageEnglish
Pages (from-to)60-68
Number of pages9
JournalTourism Recreation Research
Volume41
Issue number1
Early online date15 Dec 2015
DOIs
Publication statusE-pub ahead of print - 15 Dec 2015

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