Destination governance in times of change: a complex adaptive systems perspective to improve tourism destination development

Abstract

PurposeThis paper brings together the literature on theories of complexity adaptive systems (CAS), develops an analytical framework, applies this framework to the development of tourism destinations and critically reflects on the use of this perspective.Design/methodology/approachThis paper elaborates on a CAS perspective on destination development, to further develop complexity thinking in tourism studies. This approach enables to identify policy avenues geared towards improving destination governance and contributing to sustainable tourism development.FindingsTheories of CAS offer an analytical lens to better understand destination development, drawing explicit attention to (1) the levels of the individual, (emergent) structures, the structure-agency interface and the system level, (2) the steps related to the process of adaptation that is critical for systems to survive and thrive in times of change and (3) the undervalued importance of considering the factor of time.Originality/valueApplying CAS theories help to address a range of (policy) avenues to improve destination governance, contributing to a shift in focus from reactively fixing problems to proactively addressing the structural issue of adaptive capacity building. It shows that managing tourism destination as complex systems involves a set of conditions that are critical as well as difficult to meet in tourism practice.