The O-Bento Principle for Successful Multi-sector Collaboration: A Case Study of DMO Roppongi

Abstract

This article presents empirical research that seeks to investigate the principles of management that lead towards successful multi-sector collaboration through the analysis lens of effectuation theory. The target of this empirical research is a destination marketing organization (DMO) considered to be a classic example of multi-sector collaboration focusing on the destination management performed by DMO as a case study.

DMO Roppongi in Tokyo has been selected as the sample for this empirical research, and in particular, Nogi Shrine (Nogi-Jinja) has been selected as a venue for inbound meetings and a successful case of destination management. In Japan, shrines are considered as sacred sites; hence, the research began with the question: ‘Why was Nogi Shrine provided as a venue?’. We interviewed both the executive director of DMO Roppongi and the contact person at Nogi Shrine and conducted a qualitative analysis by focusing on the management features emerged during the process of venue selection.

In the world of start-ups, entrepreneurs are required to search for business opportunities proactively, but this research has investigated that in the multi-sector collaboration, the abundant resources are mainly possessed by the participating stakeholders that can be associated with the business opportunities. Hence, the key management point in this case is the impartial use of the resources ‘that are already there’ and available for use. This research has formulated this discovery, as ‘the O-Bento principle’ in line with the effectuation theory.