The role of the destination management organisation in responding to climate change: organisational knowledge and learning

This research note reports on an exploratory empirical study that examined the extent of organisational adaptation of a destination to climate change. The note takes its theoretical stance from the organisational learning and adaptation literature. Utilising a case study of a UK island destination, the note focuses specifi cally on the way the destination management organisation acquires climate change knowledge and how it translates this knowledge into organisational learning and destination adaptation. The study identifi ed a number of challenges facing the destination management organisation, particularly in relation to leadership and destination governance.