XXII. MEZINÁRODNÍ KOLOKVIUM O REGIONÁLNÍCH
VĚDÁCH. SBORNÍK PŘÍSPĚVKŮ
22nd
INTERNATIONAL COLLOQUIUM ON REGIONAL
SCIENCES.CONFERENCE PROCEEDINGS
Place: Velké Bílovice (Czech Republic)
June 12-16, 2019
Publisher: Masarykova univerzita (Masaryk University Press), Brno
Edited by:
Viktorie KLÍMOVÁ
Vladimír ŽÍTEK
(Masarykova univerzita / Masaryk University, Czech Republic)
Vzor citace / Citation example:
AUTOR, A. Název článku. In Klímová, V., Žítek, V. (eds.) XXII. mezinárodní kolokvium o regionálních
vědách. Sborník příspěvků. Brno: Masarykova univerzita, 2019. s. 1–5. ISBN 978-80-210-9268-6.
DOI.
AUTHOR, A. Title of paper. In Klímová, V., Žítek, V. (eds.) 22nd
International Colloquium on Regional
Sciences. Conference Proceedings. Brno: Masaryk University Press, 2019. pp. 1–5. ISBN 978-80-
210-9268-6. DOI.
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© 2019 Masarykova univerzita
ISBN 978-80-210-9268-6 (online : pdf)
 
 
 
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DOI: 10.5817/CZ.MUNI.P210-9268-2019-59
STAKEHOLDERS INFLUENCE ON THE COMPETITIVENESS
FACTORS OF TOURISM DESTINATION
Vliv stakeholders na faktory konkurenceschopnosti turistické
destinace
MARTIN LUŠTICKÝ
MARTIN MUSIL
Katedra managementu
Fakulta managementu
Vysoká škola ekonomická v Praze
Department of Management
Faculty of Management
University of Economics, Prague
 Jarošovská 1117, 377 01 Jindřichův Hradec, Czech Republic
E-mail: martin.lusticky@vse.cz, musil@vse.cz
Annotation
The paper is focused on the issue of tourism destination competitiveness from the point of view of destination
stakeholders. It focuses on the models of destination competitiveness and the factors of competitiveness. The paper
presents the integrated model of competitiveness. The stakeholders’ role in this model concerns the research
focused on key stakeholders in three tourist destinations in the Jindrichuv Hradec region. The aim of the research
is to identify whether the stakeholders’ involvement in the concept of destination competitiveness has the potential
to positively influence the interconnected factors of competitiveness. The primary research tool lies in the
application of the AHP method, which enables stakeholders to make a pairwise comparison of the factors of
competitiveness. The paper provides a simplified recipe for local DMOs to define tourism policy so to be able to
utilize cooperation with stakeholders as a source of competitive advantage while simultaneously being able to
generate the positive effects on the interconnected factors of competitiveness.
Key words
tourist destination, competitiveness, stakeholder
Anotace
Článek se zabývá problematikou konkurenceschopností turistických destinací z pohledu destinačních stakeholders.
Zaměřuje se na modely konkurenceschopnosti destinací a faktory konkurenceschopnosti. Článek představuje
Integrovaný model konkurenceschopnosti. Role destinačních stakeholders v tomto modelu je pak předmětem
výzkumu mezi zástupci klíčových stakeholders ve třech turistických destinacích Jindřichohradecka. Cílem výzkumu
je zjistit, zda zapojení stakeholders do konceptu konkurenceschopnosti destinace má potenciál pozitivně ovlivnit
provázané faktory konkurenceschopnosti. Nosnou výzkumnou metodou je aplikace metody AHP, která umožňuje
stakeholders párově srovnat faktory konkurenceschopnosti. Článek poskytuje určitý návod pro místní destinační
společnosti, jak nastavit politiku cestovního ruchu tak, aby se spolupráce s místními aktéry stala zdrojem
konkurenční výhody schopným generovat pozitivní efekty směrem k dalším provázaným faktorům
konkurenceschopnosti.
Klíčová slova
turistická destinace, konkurenceschopnost, stakeholder
JEL classification: R58, Z38
1. Introduction
The travel and tourism sector is ranked among the most progressive industries and has demonstrated steady growth
since the global economic crisis. However, tourism also faces competitive pressures, which are substantially on
the rise in our globalized society. Therefore, national and regional governments are concentrating their efforts on
increasing competitiveness in tourism to attain the multiple positive effects that the tourism sector has on tourism
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destinations in terms of the economic, socio-cultural, and environmental spheres (Stylidis, Biran, Sit & Szivas,
2014; Mazhenova, Choi & Chung, 2016).
The concept of destination competitiveness became a matter of interest to many scholars in the 1990s and since
then, numerous papers have focused on the different issues related to destination competitiveness. The destination
competitiveness models represent a significant research area. Although the complexity and range differ, all the
models seek to provide a complex view of destination competitiveness. The models attempt to identify the factors
of competitiveness as the determinants influencing the competitiveness position of tourist destination and the
mutual links. Even though a number of these models exist, two generic models dominate; the model of Ritchie and
Crouch (2003) and the subsequent model of Dwyer and Kim (2003).
The Conceptual Model of Destination Competitiveness is the most widely used conceptual model of destination
competitiveness. The model modified Porter’s Competitiveness Framework to the environment of tourism
destinations and distinguishes 36 attributes of competitiveness grouped into 5 key factors: (1) supporting factors
and resources, (2) core resources and attractions, (3) destination management, (4) destination policy, planning and
development, (5) qualifying and amplifying determinants. It also points out the importance of the environment
surrounding the destination, namely the global macro environment and the competitive microenvironment.
Dwyer and Kim (2003) modified and developed the model of Ritchie and Crouch and thus created the Integrated
Model of Destination Competitiveness. Their model identifies new key factors of demand conditions and
situational conditions as determinants of destination competitiveness. Moreover, the factors of destination policy,
planning, and development do not create a separate group; they are an integral part of destination management.
The model classifies the determinants of destination competitiveness under the following six groups: (1) inherited
resources, (2) created resources, (3) supporting factors and resources, (4) situational conditions, (5) destination
management, (6) demand conditions.
The paper focuses on these models and the related factors of competitiveness. It examines the influence of
stakeholders’ activities on related competitiveness factors within the framework of the integrated model of
destination competitiveness. As such, the paper reflects the widespread belief that stakeholders are the main
development power in tourist destination and intensive cooperation with stakeholders is a crucial condition for
reaching a sustainable competitive advantage (Kozak, 2004; Aas, Ladkin & Fletcher, 2005; Byrd, Cárdenas &
Greenwood, 2008).
2. Aim and Methodology
The aim of the research is to discover if the stakeholders’ involvement in the concept of destination
competitiveness has the potential to positively influence the interconnected factors of competitiveness. The
following scheme shows the integrated model of destination competitiveness. The model integrates all the main
factors influencing destination competitiveness from the previously mentioned models and shows the mutual links.
In addition, the model adds the factor of cooperation with stakeholders as a new factor of competitiveness. This
indicates the links between this new factor and the related competitiveness factors: (1) resources, (2) acceleration
factors, (3) demand conditions, (4) situational conditions.
Scheme 1: Integrated Model of Destination Competitiveness
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Source: Luštický and Bednářová (2018)
The impact of stakeholders’ activities on the abovementioned factors of competitiveness (the links are marked in
red) is the subject of the research. The term “impact” correlates with the standard stakeholders’ attribute of
“power”. The power attribute is usually defined as the influence of a particular stakeholder on the positive
development of a factor or the ability of a stakeholder to contribute to the positive development of a factor (e.g.
Bryson, 2004). The main research question can be described as follows:
 Is there a positive impact of the stakeholders’ activities on the main factors of competitiveness of a tourist
destination?
The research question is answered by using the Analytic Hierarchy Process based on Saaty’s pairwise comparison
method. This method uses a five-point scale of relative importance for pairwise comparison between criteria. The
scale is described in Table 1. A detailed description of the AHP is beyond the methodology; it can be found, e.g.,
in Saaty and Vargas (2001). The result of the AHP is the pairwise comparison reciprocal matrix that can be
calculated for each comparison set. This matrix is used to calculate the normalized vector of weights w =
(w1,...,wn). Each i-th element represents the importance of the i-th criterion.
Tab. 1: Saaty’s Scale for Pairwise Comparison
Intensity Definition Explanation
1 Equal importance Two activities contribute equally to the objective
3
Weak importance of one over
another
Experience and judgment slightly favor one activity over another
5 Essential or strong importance Experience and judgment strongly favor one activity over another
7 Demonstrated importance
An activity is strongly favored, and its dominance is demonstrated in
practice
9 Absolute importance
The evidence favoring one activity over another is of the highest
possible order of affirmation
Source: Saaty (2008, p. 86)
The criteria for comparison are the main factors of competitiveness, which are decomposed into a two-layer
hierarchical structure:
1. destination resources
a. primary resources (nature and cultural sights)
b. secondary resources (tourist infrastructure, attractions, fun, and relaxation)
c. supporting resources (basic infrastructure, transportation, hospitality, business environment)
2. acceleration factors
a. price level
b. quality of tourist services
c. safety
3. demand conditions
a. destination’s awareness
b. destination’s image
c. tourist preferences
4. situational conditions
a. competition
b. macro-trends (political, economic, social, technological)
The research considers stakeholders to be organizations that operate in the destination influenced by local tourism
policy, and participate in the fulfillment of tourism policy priorities, or are substantially affected by these priorities.
This means that the research is focused on organizations and so excludes individuals such as residents and visitors.
The set of respondents is compiled based on the approach of Buhalis (2000), Presenza, Sheehan, and Ritchie
(2005), and Morrison (2013) as follows: (S1) owners of accommodation facilities, (S2) owners of tourist
attractions, (S3) providers of tourist services, (S4) representatives of tourist guides and information centers. The
research is realized in three tourist destinations in the South Bohemia Region: Jindřichův Hradec, Třeboň,
Slavonice.
3. Results and Discussion
Table 2 shows the results of the research in a comprehensive form. The method of data acquisition was structured
face-to-face interviews with the representatives of the main stakeholder groups (S1 – S4) in three tourism
destinations. The set of respondents was created with the help of public databases, destination websites, and
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personal recommendations from TIC staff. Even though the research has a rather quantitative form, the testing
phase clearly indicated that the interviews were essential because of the relatively demanding pairwise comparison
method. The respondents were selected as significant representatives of each stakeholder group.
Tab. 2: Research Results
Criteria / Importance
Jindřichův Hradec Třeboň Slavonice
S1 S2 S3 S4 S1 S2 S3 S4 S1 S2 S3 S4
1. Destination resources 0.573 0.601 0.345 0.246 0.591 0.546 0.299 0.303 0.456 0.538 0.322 0.255
1.1 Primary resources 0.017 0.302 0.055 0.066 0.028 0.238 0.113 0.054 0.019 0.239 0.065 0.044
1.2 Secondary resources 0.389 0.279 0.169 0.096 0.373 0.259 0.108 0.076 0.259 0.195 0.141 0.065
1.3 Supporting resources 0.167 0.020 0.121 0.084 0.190 0.049 0.078 0.173 0.178 0.104 0.116 0.146
2. Acceleration factors 0.209 0.252 0.366 0.294 0.277 0.301 0.387 0.231 0.321 0.303 0.298 0.341
2.1 Price level 0.007 0.080 0.116 0.012 0.031 0.079 0.115 0.005 0.029 0.066 0.103 0.008
2.2 Quality of tourist services 0.145 0.165 0.211 0.198 0.216 0.202 0.234 0.128 0.216 0.188 0.186 0.252
2.3 Safety 0.057 0.007 0.039 0.084 0.030 0.020 0.038 0.098 0.076 0.049 0.009 0.081
3. Demand conditions 0.167 0.083 0.198 0.298 0.115 0.040 0.155 0.355 0.109 0.104 0.203 0.361
3.1 Destination’s awareness 0.047 0.025 0.039 0.133 0.039 0.023 0.044 0.167 0.038 0.033 0.111 0.153
3.2 Destination’s image 0.079 0.033 0.112 0.106 0.050 0.011 0.084 0.131 0.045 0.054 0.043 0.142
3.3 Tourist preferences 0.041 0.025 0.047 0.059 0.026 0.006 0.027 0.057 0.026 0.017 0.049 0.066
4. Situational conditions 0.051 0.064 0.091 0.162 0.017 0.113 0.159 0.111 0.114 0.055 0.177 0.043
4.1 Competition 0.026 0.056 0.053 0.054 0.010 0.062 0.080 0.043 0.078 0.035 0.080 0.016
4.2 Macro-trends 0.025 0.008 0.038 0.108 0.007 0.051 0.079 0.068 0.036 0.020 0.097 0.027
Source: own research
The results confirm the anticipated impact of the stakeholders’ activities on the competitiveness factors, i.e. the
importance of the stakeholders’ involvement in the model of destination competitiveness. However, the impact
differs when taking into consideration the particular stakeholders and the factors of competitiveness. The following
charts represent the aggregate results arranged by (a) factors of competitiveness and (b) stakeholder groups.
Fig. 1: Aggregate Research Results: Factors of Competitiveness Arrangement
Source: own research
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Fig. 2: Aggregate Research Results: Stakeholder Group Arrangement
Source: own research
The research results show the different effects of the individual stakeholder groups on the examined factors of
competitiveness. This is due to their primary business and non-business activities. The most important factor for
stakeholder involvement is the ability to actively influence both the secondary sources of the destination and the
quality of the services offered. The stakeholders’ behavior, respectively their activities, has the greatest influence
on the factors of competitiveness.
It is evident that the strongest and most positive impact of the stakeholders’ cooperation is to be expected in terms
of the resources of the destination. Their quality and attractiveness are generally considered to be a key source of
competitive advantage (e.g. Dwyer & Kim, 2003; Crouch, 2010; Goeldner & Ritchie, 2012). It is precisely such
cooperation with the destination stakeholders that can be key when it comes to the development of secondary
destination sources. In this respect, the owners of accommodation facilities and tourist attractions play a primary
role. Other stakeholder groups can also participate but in a more limited way, for example, when the representatives
of tourist guides and info centers are more likely to develop supportive resources.
Surprisingly, the link to the acceleration factors also proved to be quite strong, which is due to a strong link to the
quality factor of the service offered. Almost all respondents declare that there is room for improvement by stepping
up cooperation with the destination company. On the other hand, it is evident that the other factors in this group
may be affected less. The stakeholders consider the pricing policy to be highly autonomous without any significant
link to the cooperation factor. In addition, visitor security is perceived as a task for regional administration or a
destination company, although they do admit their activity has a certain influence on this factor.
In terms of other factors of competitiveness, the noted impact is rather indirect. One exception is the effect on the
familiarity of the destination and its image. In this case, representatives of tourist guides and info-centers who are
in direct contact with the visitors to the destination are involved. In other cases, respondents are more likely to rely
on the regional administration or the activities of a destination company where they see better conditions for
influencing these external factors. Interestingly, visitor preferences are considered to be the most vulnerable. The
respondents see them as a given, influenced by general trends, or specifically by a particular visitor segment. There
is obvious room for improvement of the destination’s competitive potential through the cooperation of the
stakeholders with the destination company. While influencing preferences is a difficult and long-term task, it is
certainly possible to work on this and to a certain extent, influence this competitiveness factor.
If we were to project the results into the destination lifecycle model, these are typical for the destination growth
phase, or certain consolidations. There is interest in the offer of the destination and this offer is gradually being
expanded and improved, while individual stakeholders are only learning to cooperate with each other and with the
destination company. The management of the destination is at a rather low level and is limited by the available
resources and the lack of experience. Focusing on many factors of competitiveness, such as destination awareness,
developing the image, or influencing demand is at the starting point.
Therefore, the process of increasing the competitive advantage poses a major challenge to the researched
destinations. The relevant activities require long-term planning, a thoughtful and conceptual approach, and intense
cooperation with stakeholders. In addition, the immediate effect of these activities cannot be expected as they will
always be reflected by a delay. However, research has shown that the potential for successful stakeholder
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involvement in the management of the destination development exists, and the factor of cooperation can be used
to strengthen the competitive position of the destinations on the tourist industry market.
4. Conclusion
The research has successfully met its aim and has been able to prove the influence of stakeholders on various
factors of competitiveness. This conclusion is proven by many authors who claim that the stakeholders’
involvement in the development of tourism destination and intensive cooperation with them significantly
contribute to the enhancement of the destination position in the tourism market (Buhalis, 2000; Goeldner &
Ritchie, 2012).
However, this effort can be considered as one of the most demanding. Stakeholders’ interests are often focused on
their own goals and show a high level of heterogeneity, which results in low willingness to co-operate with local
authorities. In addition, stakeholders usually declare a lack of financial capacity and time for active participation
in tourism development. Therefore, the DMO or local government must find an answer to the question of how to
activate their stakeholders and promote their activities that positively influence the key factors of competitiveness.
It is evident that the effort to enhance the competitive position of tourism destination must be followed by the
application of stakeholder management activities. The basic activity lies in the application of a complex
stakeholder analysis covering the following steps: (a) stakeholder identification and mapping, (b) stakeholder
characterization by a set of attributes reflecting their perception of tourism policy, tourism impact, and taking into
consideration their willingness to cooperate on tourism development at the same time, and (c) stakeholder
prioritization based on the attributes. Such a stakeholder analysis has the potential to become the basis for
formulating a set of recommendations designated for DMOs, which should lead to an improvement in the
cooperation process. This is the only way how the factor of cooperation with stakeholders can fully reach its
potential in a concept of destination competitiveness and thus contribute to sustainable tourism development and
enhancement of the competitive position of tourist destination.
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