Comparing innovation capabilities in mountain destinations: An analysis of management systems' properties

Abstract

Debate continues over which destination management systems - community, corporate, or otherwise - best foster innovation and development. Yet, recent research shows that system type alone may not fully explain outcomes. This study examines properties within these systems to clarify how they affect innovation in destinations. Through qualitative cross-case analysis of Norwegian mountain destinations, we identify six properties: ownership arrangements, actors, culture, asset management, networks, and government support. We show that destination management systems coordinate and transform these distributed properties to enable innovation. Thus, innovation capabilities depend less on the type of destination management system and more on the system's capacity to adapt, integrate, and reconfigure properties into coherent activities. We identify two main configurations: a lean configuration, where a few properties align strongly, and a complex configuration, which demands broad coordination across multiple properties. These findings reposition management systems' role as primarily coordinative. Managers should assess current properties and develop underutilised ones to align with strategic goals.