Strategic Management of Digital Tourism Marketing for Destination Management Organization Governance in Indonesia
DOI:
https://doi.org/10.61978/mercatura.v2i1.1386Keywords:
Destination Management Organizations, Digital Tourism Marketing, Dynamic Capabilities, IndonesiaAbstract
Digital platforms have turned destination marketing into a governance challenge rather than a content-production task, especially in Indonesia’s dispersed and multi-level tourism system, where autonomous actors collectively shape a shared destination promise across fragmented digital touchpoints. This article develops an integrative capability framework for destination-level digital tourism marketing by showing how DMO or DMO-like governance can orchestrate four interdependent domains: channel portfolio and destination narrative governance; engagement, electronic word of mouth, and user-generated content governance; digital service integration and destination experience design; and data-driven governance and performance management. Drawing on a qualitative systematic literature review of studies published from 2015 to 2025, reported with PRISMA-informed procedures and synthesised through thematic analysis, the study contextualises global evidence through structured document analysis of Indonesian tourism policy and official destination communication to refine governance priorities. The contribution lies in specifying governance mechanisms such as channel-role rules, response protocols, shared service standards, and dashboard routines that enact sensing, seizing, and transforming under volatile platform conditions. The framework suggests a minimum viable governance package that may strengthen destination competitiveness and resilience by supporting standardised information quality, coordinated response practices, feasible service integration across the visitor journey, and shared learning routines, particularly where coordination capacity and data-sharing arrangements can be established.
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