ABSTRACT
In terms of being organised for the quest of destination competitive ness, it is worthwhile considering whether good strategy emerges from an effective organisational structure, or whether the organisation should be structured to implement an innovative strategy. After all, it has been suggested that being organised will increasingly be the basis for gaining competitive advantage in the future. The manage ment literature is divided on the issue on the relationship between structure and strategy. On one hand there is the view that strategy is paramount, and therefore structure, processes, and culture should be designed to enable it. On the other hand is the view that a valueoriented organisation is first required to underpin the development of an effective strategy. What is evident from an analysis of DMO evo lution is a general shift in structure that has taken place, with DMOs generally moving from bureaucratic government departments to more entrepreneurial and accountable private-public partnerships (PPPs). Such PPPs represent a maturing in attitudes of both the public and private sectors.
