ABSTRACT
Public policies promoting the development of tourist destinations, not least in North western Europe, have traditionally focused on attracting more tourists through local promotional activities, but in many localities these have now been supplemented by strategies that attempt to change the tourist product on offer, often operating at the regional level, and thus, tourism policies have changed with regard to scale, aims and instruments. Research on the tourism policy has mainly centred on the difficulties inherent in destination development with regard to orchestrating changes in the wide raft of services, typically provided by small local firms, that make up the tourist experience, while less attention has been given to an important prerequisite for these new, product-development strategies, namely the process of policy change from local promotion towards regional tourism policies, despite the potential difficulties involved in shifting geographical scales of governance and adopting a more risky focus on new types of visitors. The aim of this article is to investigate the factors that drive or hamper the tourism policy change from localized marketing towards regional innovation strategies, focusing especially on the role of stakeholder networks and knowledge processes in overcoming spatial fragmentation and product conservatism. Adopting an institutionalist perspective, an in-depth case study of a destination management organization, “Top of Denmark”, situated at the tip of one of northern Europe's prime locations for seaside tourism, is undertaken in order to identify factors that drive or hamper the policy change from localized marketing towards regional, product-development initiatives. This article concludes that the issue of localism has been effectively addressed by establishing and operating as a network-based body where individual stakeholders are mutually dependant on the specific capacities of their partners, a consensual style of decision-making is prevailing, and a division of labour has been established that engages local actors in destination-wide tasks while at the same time enabling them to maintain close links with small tourism businesses in their area. Both in the emergence and in the redevelopment of the organization, the internal wish for change has clearly been stimulated by extra-destinational incentives, but the 6perceived success of the early, joint-marketing activities has clearly made the current focus on product-development activities easier.
