Destination Management Organizations as Meta-Governance Mechanisms in Island Tourism: The Case of Kefalonia, Greece

Abstract

Destination Management Organizations (DMOs) have increasingly moved beyond their traditional marketing functions toward broader roles in destination coordination, stakeholder collaboration, strategic planning, and sustainable tourism governance. However, the extent to which DMOs can operate as meta-governance mechanisms in small island destinations characterized by institutional fragmentation remains insufficiently understood. This study examines the potential role of a DMO as a meta-governance mechanism in Kefalonia, Greece, focusing on institutional coordination, stakeholder participation, residents’ perceptions, and the adaptation of selected destination governance practices to the local context.

A mixed-methods case study design was employed, combining semi-structured interviews with institutional and tourism stakeholders, a questionnaire survey of 303 permanent residents of Kefalonia, and a comparative analysis of selected international and Greek DMO and destination governance models. Qualitative data were examined thematically, while quantitative data were analyzed using descriptive and inferential statistical techniques. The comparative analysis was used to identify governance mechanisms and organizational principles potentially relevant to the Kefalonia context.

The findings indicate that stakeholders perceive fragmentation of responsibilities and limited strategic coordination as important challenges for destination governance. Residents recognize the economic contribution of tourism while also expressing concerns regarding infrastructure pressures, traffic congestion, environmental impacts, and the rising cost of living. The resident survey further indicates substantial support among respondents for a more coordinated destination-management mechanism, including the potential establishment of a DMO. Taken together, the findings suggest that a DMO could contribute to addressing coordination and information gaps through institutional alignment, stakeholder networking, sustainability monitoring, and evidence-based decision-making.

Building on the empirical findings, the study proposes a multi-level DMO framework comprising a regional coordination function, a Tourism Observatory, a local DMO, and a stakeholder network. The study contributes to destination governance research by conceptualizing the DMO not simply as a marketing or management organization, but as a potential meta-governance mechanism that facilitates coordination among heterogeneous actors and governance levels. Given the single-case design and non-probability sampling, the proposed framework should be understood as a context-sensitive and empirically informed model rather than as a universally generalizable solution for island destinations.