This article adds to the ongoing debate on the performance of corporate-based versus community-based destination management models. New forms of integrated, centrally managed destinations challenge the business models of traditional, historically grown destinations driven by decentralized ownership. This article analyzes the contribution of corporate governance theories to the explanation of destination governance structures and evolution. The research uses six selected dimensions of corporate governance, and the operationalization through concrete items, to analyze and assess twelve destinations in the Swiss Alps. Various destination governance forms and mechanisms reveal the context for conditions for success.
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