DESTİNASYON YÖNETİMİNE BÖLGE TEMELLİ YAKLAŞIM: "FIRAT'I KEŞFET" ÖRNEĞİ

Yıl 2024, , 263 - 300, 31.07.2024

Münire Tuğba Erdem Aladağ , Ahmet Yıldıray Ata

https://doi.org/10.33723/rs.1491770

Öz

Bu çalışma, destinasyon yönetimi ve bölgesel kalkınma arasındaki ilişkiyi Fırat Kalkınma Ajansı’nın (FKA) "Fırat’ı Keşfet" programı üzerinden incelemektedir. Destinasyonlar, turistlere bekledikleri deneyimleri sunan hizmet sağlayıcıları, kamu kurumları ve destekleyici sektörlerin kümelendiği coğrafi alanlardır. Turizm faaliyetlerinin çoğu bu alanlarda gerçekleşir, bu nedenle destinasyonlar turizm araştırmalarında temel analiz birimi olarak önem kazanmaktadır. Destinasyon yönetimi ise, bölgenin turizm kaynaklarını sürdürülebilir bir şekilde yöneterek, bölgenin turizm açısından çekiciliğini artırmayı ve rekabetçi avantajlar sağlamayı hedefleyen stratejik bir yaklaşımdır. Bu bağlamda çalışmada, Fırat Kalkınma Ajansı’nın bölgesel destinasyon yönetimi çerçevesinde uyguladığı stratejiler ve karşılaştığı zorluklar değerlendirilerek, bu süreçte elde edilen çözümler analiz edilmektedir. Vaka çalışması yöntemiyle yürütülen bu araştırma, destinasyon yönetimi ve bölgesel kalkınma konusundaki akademik literatüre katkı sağlamayı ve politika yapıcılar, iş dünyası liderleri ve toplum paydaşları için değerli içgörüler sunmayı amaçlamaktadır. Elde edilen bulgular, destinasyon yönetiminin bölgesel kalkınmaya olan katkısını ve sürdürülebilir turizm için stratejik yönetimin önemini vurgulamaktadır.

Anahtar Kelimeler

Destinasyon Yönetimi, Bölgesel Kalkınma, Sürdürülebilir Turizm

A Region-Based Approach to Destination Management: “Discover the Euphrates” Case

Öz

This study examines the relationship between destination management and regional development through Fırat Development Agency's (FKA) “Discover Fırat” program. Destinations are geographical areas where service providers, public institutions and supporting sectors are clustered to offer tourists the experiences they expect. Most tourism activities take place in these areas, which is why destinations gain importance as the basic unit of analysis in tourism research. Destination management is a strategic approach that aims to increase the attractiveness of the region in terms of tourism and provide competitive advantages by managing the tourism resources of the region in a sustainable manner. In this context, this study evaluates the strategies and challenges faced by Fırat Development Agency within the framework of regional destination management and analyzes the solutions obtained in this process. This case study research aims to contribute to the academic literature on destination management and regional development and provide valuable insights for policy makers, business leaders and community stakeholders. The findings highlight the contribution of destination management to regional development and the importance of strategic management for sustainable tourism.

Anahtar Kelimeler

Destination Management, Regional Development, Sustainable Tourism

Kaynakça

• Baggio, R., Scott, N., & Cooper, C. (2010). Improving tourism destination governance: a complexity science approach. Tourism Review, 65(4), 51-60.
• Banerjee, O., Cicowiez, M., & Gachot, S. (2015). A quantitative framework for assessing public investment in tourism–An application to Haiti. Tourism Management, 51, 157-173.
• Barreal, J., Vena-Oya, J., & Mercadé-Melé, P. (2023). Addressing regional tourism policy: Tools for sustainable destination management. Journal of Vacation Marketing, 13567667231179756.
• Bateman, P. W., & Fleming, P. A. (2017). Are negative effects of tourist activities on wildlife over-reported? A review of assessment methods and empirical results. Biological Conservation, 211, 10-19.
• Baum, T., & Szivas, E. (2008). HRD in tourism: A role for government? Tourism Management, 29(4), 783-794. doi:10.1016/j.tourman.2007.09.002
• Baxter, P., & Jack, S. (2008). Qualitative case study methodology: Study design and implementation for novice researchers. The Qualitative Report, 13(4), 544-559.
• Bazargani, R. H. Z., & Kiliç, H. (2021). Tourism competitiveness and tourism sector performance: Empirical insights from new data. Journal of Hospitality and Tourism Management, 46, 73-82.
• Berbekova, A., Uysal, M., & Assaf, A. G. (2022). Toward an assessment of quality of life indicators as measures of destination performance. Journal of Travel Research, 61(6), 1424-1436.
• Beritelli, P., & Bieger, T. (2014). From destination governance to destination leadership–defining and exploring the significance with the help of a systemic perspective. Tourism Review, 69(1), 25-46.
• Blain, C., Levy, S. E., & Ritchie, J. B. (2005). Destination branding: Insights and practices from destination management organizations. Journal of travel research, 43(4), 328-338.
• Buhalis, D. (2000). Marketing the competitive destination of the future. Tourism Management, 21(1), 97-116. doi:10.1016/S0261-5177(99)00095-3
• Butler, R. W., & Dodds, R. (2022). Overcoming overtourism: a review of failure. Tourism Review, 77(1), 35-53.
• Calero, C., & Turner, L. W. (2020). Regional economic development and tourism: A literature review to highlight future directions for regional tourism research. Tourism Economics, 26(1), 3-26.
• Carbone, F. (2016). An insight into cultural heritage management of tourism destinations. European Journal of Tourism Research, 14, 75-91.
• Carlisle, S., Ivanov, S., & Dijkmans, C. (2023). The digital skills divide: evidence from the European tourism industry. Journal of Tourism Futures, 9(2), 240-266.
• Carlsen, J. (1999). A systems approach to island tourism destination management. Systems Research and Behavioral Science: The Official Journal of the International Federation for Systems Research, 16(4), 321-327.
• Cheng, L., & Zhang, J. (2020). Is tourism development a catalyst of economic recovery following natural disaster? An analysis of economic resilience and spatial variability. Current Issues in Tourism, 23(20), 2602-2623.
• Coban, G., & Yildiz, O. S. (2019). Developing a destination management model: Case of Cappadocia. Tourism Management Perspectives, 30, 117-128.
• Cohen, S. A., Prayag, G., & Moital, M. (2014). Consumer behaviour in tourism: Concepts, influences and opportunities. Current Issues in Tourism, 17(10), 872-909.
• Costa, T., & Lima, M. J. (2018). Cooperation in tourism and regional development. Tourism & management studies, 14(4), 50-62.
• Couture, A., Arcand, M., Sénécal, S., & Ouellet, J. F. (2015). The influence of tourism innovativeness on online consumer behavior. Journal of Travel Research, 54(1), 66-79.
• Cox, N., Gyrd-Jones, R., & Gardiner, S. (2014). Internal brand management of destination brands: Exploring the roles of destination management organisations and operators. Journal of Destination Marketing & Management, 3(2), 85-95.
• Curtin, S. (2013). Lessons from Scotland: British wildlife tourism demand, product development and destination management. Journal of Destination Marketing & Management, 2(3), 196-211.
• Dana, L. P., Gurau, C., & Lasch, F. (2014). Entrepreneurship, tourism and regional development: a tale of two villages. Entrepreneurship & Regional Development, 26(3-4), 357-374.
• Durgun, A. (2021). Covid-19 Sonrası Türk Turizm Sektöründe Oluşabilecek Fırsatlar ve Riskler. Bartın Üniversitesi İktisadi Ve İdari Bilimler Fakültesi Dergisi, 12(23), 79-95.
• Dwyer, L., Forsyth, P., & Spurr, R. (2003). Inter-industry effects of tourism growth: implications for destination managers. Tourism Economics, 9(2), 117-132.
• Eisenhardt, K. M. (1989). Building theories from case study research. Academy of management review, 14(4), 532-550.
• Ezeah, C., Fazakerley, J., & Byrne, T. (2015). Tourism waste management in the European Union: Lessons learned from four popular EU tourist destinations. American Journal of Climate Change, 4(5), 431-445.
• Ferri, M. A., & Aiello, L. (2017). Tourism destination management in sustainability development perspective, the role of entrepreneurship and networking ability: Tourist Kit. World Review of Entrepreneurship, Management and Sustainable Development, 13(5-6), 647-664.
• Fırat’ı Keşfet. (2024). Rotalar. https://www.firatikesfet.com/tr/rotalar. (Erişim Tarihi: 02.04.2024).
• FKA. (2022). FKA 2021 Yılı Faaliyet Raporu. https://fka.gov.tr/sharepoint/userfiles/Icerik_Dosya_Ekleri/FAALIYET_RAPORLARI/FKA%202021%20Yılı%20Faaliyet%20Raporu.pdf. (Erişim Tarihi: 05.05.2024).
• FKA. (2022). TRB1 Bölgesi Turizm Memnuniyet Analizi. https://fka.gov.tr/dokuman-merkezi-detayi-146493633741. (Erişim Tarihi: 07.04.2024).
• FKA. (2024). Fizibilite ve Ön Fizibilite Raporları. https://fka.gov.tr/dokuman-merkezi-detayi-146493633741. (Erişim Tarihi: 05.04.2024)
• FKA. (2024b). FKA 2023 Yılı Faaliyet Raporu. https://fka.gov.tr/sharepoint/userfiles/Icerik_Dosya_Ekleri/FAALIYET_RAPORLARI/Fırat%20Kalkınma%20Ajansı%202023%20Yılı%20Faaliyet%20Raporu.pdf. (Erişim Tarihi: 05.05.2024).
• Frechtling, D. C., & Horváth, E. (1999). Estimating the multiplier effects of tourism expenditures on a local economy through a regional input-output model. Journal of Travel Research, 37(4), 324-332.
• Fyall, A., & Garrod, B. (2020). Destination management: a perspective article. Tourism Review, 75(1), 165-169.
• Gomez-Lopez, C. S., & Barron-Arreola, K. S. (2019). Impacts of tourism and the generation of employment in Mexico. Journal of Tourism Analysis: Revista de Análisis Turístico, 26(2), 94-114.
• Gowreesunkar, V., & Seraphin, H. (2019). Conclusion: local communities’ quality of life: what strategy to address overtourism?. Worldwide Hospitality and Tourism Themes, 11(5), 627-633.
• Gössling, S., Hall, C. M., & Weaver, D. B. (2009). Sustainable tourism futures: Perspectives on systems, restructuring and innovations. Routledge. doi:10.4324/9780203885589
• Gössling, S., Peeters, P., Hall, C. M., Ceron, J. P., Dubois, G., & Scott, D. (2012). Tourism and water use: Supply, demand, and security. An international review. Tourism Management, 33(1), 1-15.
• Gössling, S., Ring, A., Dwyer, L., Andersson, A. C., & Hall, C. M. (2016). Optimizing or maximizing growth? A challenge for sustainable tourism. Journal of Sustainable Tourism, 24(4), 527-548.
• Güven, F. (2022). Covıd-19’un yarattığı zorunlu dijital dönüşüm ve yeni normalde perakendecilik. Nevşehir Hacı Bektaş Veli Üniversitesi SBE Dergisi, 12(4), 1941-1961.
• Hadjielias, E., Christofi, M., Christou, P., & Drotarova, M. H. (2022). Digitalization, agility, and customer value in tourism. Technological Forecasting and Social Change, 175, 121334.
• Haid, M., Albrecht, J. N., & Finkler, W. (2021). Sustainability implementation in destination management. Journal of Cleaner Production, 312, 127718.
• Hall, C. M. (2010). Tourism and biodiversity: more significant than climate change?. Journal of Heritage Tourism, 5(4), 253-266.
• Hanafiah, M. H., & Zulkifly, M. I. (2019). Tourism destination competitiveness and tourism performance: A secondary data approach. Competitiveness Review: An International Business Journal, 29(5), 592-621.
• Hanafiah, M. H., Hemdi, M. A., & Ahmad, I. (2016). Tourism destination competitiveness: Towards a performance-based approach. Tourism Economics, 22(3), 629-636.
• Harrington, R. D. (2021). Natural disasters, terrorism, and civil unrest: crises that disrupt the tourism and travel industry-a brief overview. Worldwide Hospitality and Tourism Themes, 13(3), 392-396.
• Hartman, S., Wielenga, B., & Heslinga, J. H. (2020). The future of tourism destination management: building productive coalitions of actor networks for complex destination development. Journal of Tourism Futures, 6(3), 213-218.
• Hays, S., Page, S. J., & Buhalis, D. (2013). Social media as a destination marketing tool: its use by national tourism organisations. Current Issues in Tourism, 16(3), 211-239.
• Hosany, S., Ekinci, Y., & Uysal, M. (2007). Destination image and destination personality. International Journal of Culture, Tourism and Hospitality Research, 1(1), 62-81.
• Hudson, S. (2022). International case studies on tourism destination management and COVID-19: Impacts and responses. Routledge.
• Hung Lee, T., Jan, F. H., & Lin, Y. H. (2021). How authentic experience affects traditional religious tourism development: Evidence from the Dajia Mazu Pilgrimage, Taiwan. Journal of Travel Research, 60(5), 1140-1157.
• Ivona, A., Rinella, A., Rinella, F., Epifani, F., & Nocco, S. (2021). Resilient rural areas and tourism development paths: A comparison of case studies. Sustainability, 13(6), 3022.
• Jin, L., He, Y., & Song, H. (2012). Service customization: To upgrade or to downgrade? An investigation of how option framing affects tourists’ choice of package-tour services. Tourism Management, 33(2), 266-275.
• Khadaroo, J., & Seetanah, B. (2007). Transport infrastructure and tourism development. Annals of Tourism Research, 34(4), 1021-1032.
• Khan, M. R., Khan, H. U. R., Lim, C. K., Tan, K. L., & Ahmed, M. F. (2021). Sustainable tourism policy, destination management and sustainable tourism development: A moderated-mediation model. Sustainability, 13(21), 12156.
• Komppula, R. (2016). The role of different stakeholders in destination development. Tourism Review, 71(1), 67-76.
• LaPan, C., & Barbieri, C. (2014). The role of agritourism in heritage preservation. Current Issues in Tourism, 17(8), 666-673.
• Larsen, R. K., Calgaro, E., & Thomalla, F. (2011). Governing resilience building in Thailand's tourism-dependent coastal communities: Conceptualising stakeholder agency in social–ecological systems. Global Environmental Change, 21(2), 481-491.
• Linneker, B., & Spence, N. (1996). Road transport infrastructure and regional economic development: The regional development effects of the M25 London orbital motorway. Journal of Transport Geography, 4(2), 77-92.
• Liu, A., & Wall, G. (2006). Planning tourism employment: a developing country perspective. Tourism Management, 27(1), 159-170.
• Lopes, A. P. F., Muñoz, M. M., & Alarcón-Urbistondo, P. (2018). Regional tourism competitiveness using the PROMETHEE approach. Annals of Tourism Research, 73, 1-13.
• Luo, W. (2018). Evaluating tourist destination performance: Expanding the sustainability concept. Sustainability, 10(2), 516.
• Lussetyowati, T. (2015). Preservation and conservation through cultural heritage tourism. Case study: Musi Riverside Palembang. Procedia-Social and Behavioral Sciences, 184, 401-406.
• Ma, L., & Lew, A. A. (2012). Historical and geographical context in festival tourism development. Journal of Heritage tourism, 7(1), 13-31.
• Ma, S., He, Y., & Gu, R. (2021). Joint service, pricing and advertising strategies with tourists’ green tourism experience in a tourism supply chain. Journal of Retailing and Consumer Services, 61, 102563.
• Mandic, A., & Kennell, J. (2021). Smart governance for heritage tourism destinations: Contextual factors and destination management organization perspectives. Tourism Management Perspectives, 39, 100862.
• Manhas, P. S., Manrai, L. A., & Manrai, A. K. (2016). Role of tourist destination development in building its brand image: A conceptual model. Journal of Economics, Finance and Administrative Science, 21(40), 25-29.
• Markowski, J., Bartos, M., Rzenca, A., & Namiecinski, P. (2019). An evaluation of destination attractiveness for nature-based tourism: Recommendations for the management of national parks in Vietnam. Nature Conservation, 32, 51-80.
• Meriläinen, K., & Lemmetyinen, A. (2011). Destination network management: a conceptual analysis. Tourism Review, 66(3), 25-31.
• Mikulić, J., Krešić, D., Prebežac, D., Miličević, K., & Šerić, M. (2016). Identifying drivers of destination attractiveness in a competitive environment: A comparison of approaches. Journal of Destination Marketing & Management, 5(2), 154-163.
• Miličević, K., Mihalič, T., & Sever, I. (2017). An investigation of the relationship between destination branding and destination competitiveness. Journal of Travel & Tourism Marketing, 34(2), 209-221.
• Moeller, T., Dolnicar, S., & Leisch, F. (2011). The sustainability–profitability trade-off in tourism: can it be overcome?. Journal of Sustainable Tourism, 19(2), 155-169.
• Morgan, N., Pritchard, A., & Piggott, R. (2003). Destination branding and the role of the stakeholders: The case of New Zealand. Journal of Vacation Marketing, 9(3), 285-299. doi:10.1177/135676670300900307
• Morrison, A. M., Cheah, J. H., & Kumar, R. (2024). A destination performance measurement framework: exploring the relationships among performance criteria and revisit intentions. Current Issues in Tourism, 1-19.
• Munar, A. M. (2012). Social media strategies and destination management. Scandinavian Journal of Hospitality and Tourism, 12(2), 101-120.
• Nawaz, M. A., & Hassan, S. (2016). Investment and Tourism: Insights from the literature. International Journal of Economic Perspectives, 10(4), 581-590.
• OECD. (2022). OECD Tourism Trends and Policies 2022, OECD Publishing, Paris. https://doi.org/10.1787/a8dd3019-en.
• Pascariu, G. C., Ibănescu, B. C., Nijkamp, P., & Kourtit, K. (2021). Tourism and economic resilience: Implications for regional policies. Tourism and Regional Science: New Roads, 129-147.
• Pearce, D. G. (2016). Destination management: plans and practitioners’ perspectives in New Zealand. Tourism Planning & Development, 13(1), 52-71.
• Pedrana, M. (2013). Local economic development policies and tourism: An approach to sustainability and culture. Regional Science Inquiry Journal, 5(1), 91-99.
• Pike, S. (2008). Destination Marketing: An Integrated Marketing Communication Approach. Elsevier Publishing.
• Pike, S. (2009). Destination brand positions of a competitive set of near-home destinations. Tourism Management, 30(6), 857-866.
• Pike, S., & Page, S. J. (2014). Destination Marketing Organizations and destination marketing: A narrative analysis of the literature. Tourism Management, 41, 202-227.
• Presenza, A., Sheehan, L., & Ritchie, J. B. (2005). Towards a model of the roles and activities of destination management organizations. Journal of hospitality, tourism and leisure science, 3(1), 1-16.
• Prideaux, B., & Cooper, C. (2003). Marketing and destination growth: A symbiotic relationship or simple coincidence?. Journal of Vacation Marketing, 9(1), 35-51.
• Pulido-Fernández, J. I., Andrades-Caldito, L., & Sánchez-Rivero, M. (2015). Is sustainable tourism an obstacle to the economic performance of the tourism industry? Evidence from an international empirical study. Journal of Sustainable Tourism, 23(1), 47-64.
• Qu, H., Kim, L. H., & Im, H. H. (2011). A model of destination branding: Integrating the concepts of the branding and destination image. Tourism Management, 32(3), 465-476.
• Rachão, S., Breda, Z., Fernandes, C., & Joukes, V. (2019). Food tourism and regional development: A systematic literature review. European Journal of Tourism Research, 21(1), 33-49.
• Rasovska, I., Kubickova, M., & Ryglova, K. (2021). Importance–performance analysis approach to destination management. Tourism Economics, 27(4), 777-794.
• Richards, G., & Wilson, J. (2006). Developing creativity in tourist experiences: A solution to the serial reproduction of culture? Tourism Management, 27(6), 1209-1223. doi:10.1016/j.tourman.2005.06.002
• Rodríguez Díaz, M., & Espino Rodriguez, T. F. (2016). Determining the sustainability factors and performance of a tourism destination from the stakeholders’ perspective. Sustainability, 8(9), 951.
• Rokicki, B., & Stępniak, M. (2018). Major transport infrastructure investment and regional economic development–An accessibility-based approach. Journal of Transport Geography, 72, 36-49.
• Rosselló, J., Becken, S., & Santana-Gallego, M. (2020). The effects of natural disasters on international tourism: A global analysis. Tourism Management, 79, 104080.
• Santa-Cruz, F. G., & López-Guzmán, T. (2017). Culture, tourism and world heritage sites. Tourism Management Perspectives, 24, 111-116.
• Sharpley, R. (2002). Tourism: A vehicle for development. Tourism and development: Concepts and issues, 2, 11-34.
• Shepherd, R. (2002). Commodification, culture and tourism. Tourist Studies, 2(2), 183-201.
• Sigala, M. (2014). Evaluating the performance of destination marketing systems (DMS): stakeholder perspective. Marketing Intelligence & Planning, 32(2), 208-231.
• Simmons, D. G. (1994). Community participation in tourism planning. Tourism Management, 15(2), 98-108.
• Stankova, M., & Vassenska, I. (2015). Raising cultural awareness of local traditions through festival tourism. Tourism & Management Studies, 11(1), 120-127.
• Strateji ve Bütçe Başkanlığı, (2023). On İkinci Kalkınma Planı (2024-2028). [Çevrimiçi:https://www.sbb.gov.tr/wp-content/uploads/2023/12/On-Ikinci-Kalkinma Plani_2024-2028_11122023.pdf] (Erişim Tarihi: 02.05.2024).
• Stylos, N., Zwiegelaar, J., & Buhalis, D. (2021). Big data empowered agility for dynamic, volatile, and time-sensitive service industries: The case of tourism sector. International Journal of Contemporary Hospitality Management, 33(3), 1015-1036.
• Teixeira, S. J., & Ferreira, J. J. (2019). Entrepreneurial artisan products as regional tourism competitiveness. International Journal of Entrepreneurial Behavior & Research, 25(4), 652-673.
• Tkalec, M., & Vizek, M. (2016). The price tag of tourism: Does tourism activity increase the prices of goods and services?. Tourism Economics, 22(1), 93-109.
• Tsai, C. H., Wu, T. C., Wall, G., & Linliu, S. C. (2016). Perceptions of tourism impacts and community resilience to natural disasters. Tourism Geographies, 18(2), 152-173.
• Tuohino, A., & Konu, H. (2014). Local stakeholders’ views about destination management: who are leading tourism development?. Tourism Review, 69(3), 202-215.
• Van Niekerk, M. (2014). The role of the public sector in tourism destination management from a network relationship approach. Tourism Analysis, 19(6), 701-718.
• Volgger, M., & Pechlaner, H. (2014). Requirements for destination management organizations in destination governance: Understanding DMO success. Tourism Management, 41, 64-75.
• Wang, Y. C. (2011). Destination marketing and management: scope, definition and structures. In Destination marketing and management: Theories and applications (pp. 1-20). Wallingford UK: CABI.
• Watson, P., & Deller, S. (2022). Tourism and economic resilience. Tourism Economics, 28(5), 1193-1215.
• Woodside, A. G., & Wilson, E. J. (2003). Case study research methods for theory building. Journal of Business & Industrial Marketing, 18(6/7), 493-508.
• Xiang, Z., Magnini, V. P., & Fesenmaier, D. R. (2015). Information technology and consumer behavior in travel and tourism: Insights from travel planning using the internet. Journal of Retailing and Consumer Services, 22, 244-249.
• Xue, E. Y. (2022). Tourism as creative destruction: Place making and resilience in rural areas. Journal of Tourism and Cultural Change, 20(6), 827-841.
• Yin, R. K. (2017). Case study research: Design and methods. Sage.Publication.
• Zhang, N., Ren, R., Zhang, Q., & Zhang, T. (2020). Air pollution and tourism development: An interplay. Annals of Tourism Research, 85, 103032.
• Zhang, T., Chen, Y., Wei, M., & Dai, M. (2022). How to promote residents’ collaboration in destination governance: A framework of destination internal marketing. Journal of Destination Marketing & Management, 24, 100710.