Destination Management organisations between governance and marketing orientation: the Italian DMO’s case

Abstract: Purpose Destination Management Organisations (DMOs) have progressively evolved from promotional bodies into strategic actors responsible for destination governance, stakeholder coordination, and sustainable tourism development. Although this transformation is widely recognised in the literature, evidence of its implementation in practice remains limited. Design/methodology/approach - This study investigates the extent to which the theoretical evolution of DMOs is reflected in their organisational structures and operational practices. Focusing on the relationship between governance, digitalisation, and organisational capacity, the research aims to assess how DMOs contribute to destination competitiveness. The Italian tourism system, characterised by fragmented governance and strong territorial diversity, provides the empirical context for the analysis. Originality/value - The research adopts a mixed-methods approach combining bibliometric analysis and empirical investigation. A bibliometric review of publications indexed in the Web of Science Core Collection (2015–2025) identifies the main research trends and thematic developments concerning DMOs. The empirical analysis examines 146 Italian DMOs through a web-based assessment of their governance models, organisational characteristics, and digital presence. Integrating these two approaches enables a comparison between the theoretical evolution of DMOs and their current operational practices, providing a multidimensional perspective on destination governance. The study combines bibliometric techniques with organisational analysis to offer a comprehensive framework linking governance, digital transformation, and organisational capacity. It highlights the gap between the conceptual evolution of DMOs and their practical implementation while providing a basis for future comparative research on destination governance across different institutional contexts. Practical implications - The findings reveal significant differences among Italian DMOs in governance arrangements, organisational capacity, and digital maturity. Strengthening governance integration, improving digital capabilities, and enhancing institutional coordination emerge as key priorities for increasing DMO effectiveness. The results provide practical guidance for policymakers and destination managers seeking to improve destination governance and support more coordinated and sustainable tourism management.