The intelligent use of Twitter ecosystems by destination management organisations

Abstract

Frame of the research: The recent literature on social media adoption by DMOs identified a lack in the strategic utilization of social media for user-generated content and positive communication as well as for destination brand co-creation and relationship management. In particular, social media’s use as a destination knowledge management tool is still a largely unexplored topic and so a novel and promising area of research. Purpose of the paper: The paper investigates the intelligent exploitation by destination management organisations of Twitter to enhance destination knowledge management and value creation. The paper combines analysing the content communicated and shared in the business-to-consumer and the business-to-business Twitter ecosystems and the influential players that shape the knowledge conveyed in these environments. Additionally, the paper explores the impact of the Covid-19 pandemic on content. The joint analysis of these aspects is original and relevant. Methodology: The analysis combines traditional content analysis, modern topic modelling and social media metrics using the specific case of Tourism and Events Queensland (TEQ), the state-level DMO in Queensland, Australia. Findings: The analyses of the two Twitter ecosystems managed by TEQ have shown that each environment has its own knowledge domain and distinguishing characteristics in terms of variety and representativeness of stakeholder categories. The business-to-customer ecosystem primarily serves as a platform for destination marketing knowledge, while the business-to-business ecosystem is more oriented towards destination management knowledge, although less exclusively. The ties between the two are very strong. A handful of influential promotional players have a strategic role in both ecosystems and, crucially, in connecting the business-to-consumer and business-to-business environments. Research limits: The paper deals with a single case study with destination-specific characteristics. To draw broader conclusions, further extensive case study analyses on an international scale and covering various DMOs and social media tools are necessary. Longitudinal evaluation studies are also needed to assess the paths taken in terms of stakeholders engaged, themes covered, and tools used by DMOs. Practical implications: Despite social media having been shown to transfer the locus of knowledge to “the many”, e.g., social media users, primary actors continue to exert ownership and control over knowledge. A particular intelligent agent’s active management, i.e., promotional players, including the DMO itself, plays a strategic role in shaping the knowledge generated within and across the Twitter ecosystems. DMOs must act as responsible intelligent agents making decisions and taking actions based on common values to sustainably create collective knowledge and value by harnessing Twitter’s potential in both business-to-business and business-to-consumer environments. Originality of the paper: This paper’s novelty lies in its comprehensive examination of Twitter use by DMOs in both the business-to-consumer and business-to-business ecosystems and the key players influencing or seeking to influence content within these environments. While existing literature has addressed these issues separately, mainly focusing on the business-to-consumer ecosystem for marketing purposes, this study offers a holistic perspective needed for DMOs to responsibly take the role of intelligent agents in an era characterised by widespread access and participation in value generation and sharing.