Currently, tourist destinations are, more than ever, confronted with specific challenges and also negative impacts arising from overarching developments. In order to address such challenges and to reduce negative impacts resulting from tourism, sustainable development has emerged as a widely accepted approach. Under special consideration of seemingly successful destinations, this article aims to identify complementary strategies towards sustainability in tourism, instead of developing completely new strategies which replace the existing ones. This will be done in the course of endogenous values and structures within a destination. To discuss this issue, the Canary island of Lanzarote is used as case in point, via a qualitative interview series consisting of eleven interviews with different direct and indirect tourism stakeholders from the island, which have been evaluated according to the GABEK^®-method (German abbreviation for “GAnzheitliche BEwältigung von Komplexität”: holistic coping of complexity). The results show that aspects of mass tourism have a negative impact on the island and therefore a seemingly successful destination, at least in quantitative terms, is confronted with issues of sustainability and a need for action. In this field, diversification regarding both new offers and target groups is helpful to enable tourism and regional development to be more sustainable. In consequence and from a conceptual point of view, alternative product development as a new approach towards sustainability in tourism within established destinations will be presented.

Purpose: The purpose of this paper is to discuss responsibility in tourism destinations. On the basis of a resilience approach, central aspects of leadership and of responsibility in destination networks are introduced and, a contribution to a conceptual analysis of the future viability of tourism destinations is made. This contributes to a better understanding of resilience from a destination management organization (DMO) perspective in the context of shared responsibility. Design/methodology/approach: To achieve this goal, a qualitative interview series was conducted with destination managers in urban and rural areas. The interviews were evaluated using the method of GABEK®, in order to reveal and visualize semantic relationships between the specific statements. This method allows the representation of linkages and relationships of keywords from interview transcripts in the form of network graphs. Findings: A major result is the existence of a network of leaders who take responsibility for tourism development within a tourism destination. Within this network, the destination manager once again plays a key role by developing and formulating visions, goals and strategies. In this context, the relevant employees of the DMO have an important role to play, since they are an important resource of tourism development due to their experience and competences. Originality/value: The paper contributes to a practical view on the development of visions and strategies. It analyzes challenges and possible ways to communicate with the required political and public actors of the destination as well as with the service providers to regard destination development as a collaborative task.

This study applies an adapted approach of the traditional view on local participation in tourism development. First, the study mainly focuses on exploring the patterns behind participation instead of the reasons for participation. Second, a case is chosen that transcends the interest in researching participation in developing countries. Third, the study focuses on non-tourism related residents, an under-researched group of stakeholders. It is thus investigated how non-tourism related residents face the process of participation in tourism development and what the main barriers and drivers are in this regard. To discuss this issue, the study takes a closer look at the case of Bad Reichenhall, an Alpine Destination in Germany. 15 qualitative interviews are conducted with non-tourism related residents and further evaluated through a qualitative content analysis. The results underline that tourism represents a public domain that concerns all stakeholders of a destination. The typology derived throughout the study reflects the heterogeneity of non-tourism related residents, coming up with four types of non-tourism related residents facing participation in tourism development rather differently. Various barriers and drivers are revealed that impact non-tourism related residents from both a personal and general point of view. Non-tourism related residents turn out as a promising and important target group in the discourse of stakeholder participation in tourism development.