Knowledge Management: The Missing Link in DMO Crisis Management

Deborah Blackman, Monica Kennedy, Brent Ritchie

    Research output: Contribution to journalArticlepeer-review

    46 Citations (Scopus)
    3 Downloads (Pure)


    Despite some recognition of the role of destination marketing organisations (DMOs) in crisis management, limited attention has focused on the role of DMOs in crisis events, and in particular their role in managing knowledge across diverse stakeholder groups and domains. This theoretical paper attempts to address this deficiency by synthesising knowledge management and tourism crisis management literature, to outline the potential role of DMOs in managing knowledge across boundaries during crises. Carlile's [(2004). Transferring, translating, and transforming: An integrative framework for managing knowledge across boundaries. Organization Science, 15(5), 555-568] work on boundary spanning is used to consider potential organisational and management issues for DMOs dealing with crisis events and how they should be managed. This paper argues that because of the role and nature of DMOs, they should play an important role as knowledge spanners/brokers to transfer, translate and transform knowledge to stakeholders. The paper concludes with future research avenues related to knowledge management, DMOs and crises.
    Original languageEnglish
    Pages (from-to)1-18
    Number of pages18
    JournalCurrrent Issues in Tourism
    Issue number4
    Publication statusPublished - 2010


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