| dc.description.abstract | This exploratory study consolidates the development of the tourism industry as a crucial development agent for the economic development of developing nations. Adopting the case of the Sultanate of Oman, by considering the economic and general developmental characteristics of a tourist destination, the researcher has also endeavoured to identify the fundamental strengths (prospects) and key challenges associated with the development and management process of the tourism industry. Concerning the subject of development and management of the tourism industry, the literature analysis revealed a paucity of available and reliable tourism data and any previous studies in developing countries. Thus, adopting the case study strategy, the Sultanate of Oman would produce a rich source of information about the objectives and questions of the study. The study also considers the significant aspects relating to the industry development process, which are destination management (including the role of DMO), destination planning and policy, destination marketing and promotion, destination stakeholders’ involvement including the local community and visitors' characteristics and satisfaction, development of tourist product, as well as the impact of tourism. Fulfilling the research objectives, and answering the research questions, required the study to employ the mixed-methods approach, qualitative in nature, with quantitative corroboration. In addition, the pragmatism paradigm was adopted to obtain an in-depth analysis and evaluation of the sector's development and management in the case study. Aligning with the paradigm, the researcher incorporated sampling methods, such as online questionnaires with the local community and visitors, in addition to incorporating semi-structured interviews with government officials and tourism business managers. Within this approach, a triangulation technique was considered necessary to evaluate the relevant literature and add credibility to the findings. Analyzing data obtained (primary data) required using SPSS software, where cross-tabulations were performed to facilitate descriptive analysis and factor analysis. In addition, thematic analysis was used to analyse obtained data from the semi-structured interviews. Although this study focused on Oman, findings and discussions are highly relevant to other developing countries. The results of analysing data showed that the successful development and management of the tourism industry would depend primarily on the need for effective destination management organization (DMO), collaboration and support of the stakeholders, and the availability and uniqueness of destination resources and activities. Also, the partnerships between the government and the private sector would affect the development of tourist products and services (e.g., infrastructure and facilities). However, the analysed data highlighted that destination development and management are affected by various leading factors and key issues, namely the industry's contribution to the country's economy, proper utilization of its resources, increasing local and foreign investments in public infrastructure and services, promoting destination competitiveness, and developing skills of the workforce in the industry. Other leading factors, such as the quality and availability of services, safety and security, natural environment, and other attractions, are critical in that they affect the satisfaction of visitors and the local community. Based on empirical results, this study proposes a conceptual framework of destination development and management that provides guidelines and directions to enhance the development and contribution of the tourism industry on the economic development in a developing country. The model was applied to the Sultanate of Oman context and proved to be operational. In this case, it is reasonable to assume that the findings are transferable to other tourist destinations with a similar trend of tourism-based economic development. A number of recommendations were made in terms of tourism management, formulating policies and implementing strategies, development of tourist products, marketing strategy and promotion activities. | en_GB |
